EI

JR

16-048

THE UNITED REPUBLIC OF TANZANIA PRESIDENT’S OFFICE, REGIONAL ADMINISTRATION 

AND LOCAL GOVERNMENT (PO‐RALG) 

RURAL ROAD MAINTENANCE SYSTEM 

DEVELOPMENT PROJECT 

 

 

 

COMPLETION REPORT 

MARCH 2016 

 JAPAN INTERNATIONAL COOPERATION AGENCY (JICA） 

EIGHT‐JAPAN ENGINEERING CONSULTANTS INC. INFRASTRUCTURE DEVELOPMENT INSTITUTE

Acronyms and Abbreviations

ADRICS Annual District Roads Inventory and Condition Survey

AMTC Annual Monitoring and Training Cycle

AFCAP Africa Community Access Programme

ATTI Appropriate Technology Training Institute

BSD Bidding Security Declaration

CRB Contractors Registration Board

CTB Council Tender Board

DC District Council

DE District Engineer

DED District Executive Director

DROMAS District Roads Management System

DRDP District Road Development Programme

EBT Equipment Based Technology

EC Evaluation Committee

JICA Japan International Cooperation Agency

LBT Labour Based Technology

LGTP Local Government Transport Programme

MC Municipality Council

MD Municipal Director

MP Member of Parliament

PMO-RALG Prime Minister’s Office Regional Administration and Local Government

PO-RALG President’s Office, Regional Administration and Local Government

PMU Procurement Management Unit

PPRA Public Procurement Regulation Authority

RFB Road Fund Board

RSE Regional Secretariat Engineer

RSPS Road Sector Programme Support

TANROADS Tanzania National Roads Agency

TASAF Tanzania Social Action Funds

Table of Contents

1. General Outline of the Project ·············································· 1

1.1 Background of the Project ······························································· 1

1.2 Framework of the Project ································································ 1

1.3 Outputs ····················································································· 2

1.4 Target Groups ············································································· 2

1.5 Project Design Matrix (PDM) ··························································· 3

1.6 Project Activities ·········································································· 3

1.7 RMSD Experts Assignment ····························································· 4

2. Progress and Achievement 2012-2016 ····································· 5 2.1 Results of Project Activities based on the APO ······································· 5

2.2 Progress and Achievement for Output-1 ··············································· 8

2.3 Progress and Achievement for Output-2 ·············································· 11

2.4 Progress and Achievement for Output-3 ·············································· 26

2.5 Progress and Achievement for Output-4 ·············································· 33

2.6 LBT Equipment Management ·························································· 37

3. Project Monitoring and Achievement of Outputs ····················· 51 3.1 Monitoring of Project Activities ······················································· 51

3.2 Achievements based on Indicators ····················································· 52

4. Terminal Evaluation ························································ 74 4.1 Results of the Terminal Evaluation ···················································· 74

4.2 Recommendations from the Terminal Evaluation Team ···························· 85

4.3 Lessons Learned ········································································· 88

5. Other Important Activities ················································ 89 5.1 Joint Coordinating Committee ························································· 89

5.2 Provision of Equipment ································································· 89

5.3 Conducting the Baseline Surveys ······················································ 90

5.4. Modification of the PDM ······························································ 91

5.5. Training in Japan ········································································ 91

5.6 Public Relations ·········································································· 92

6. Issues, Contrivance, and Lessons Learned ····························· 93

6.1 Lessons Learned from the Project Operation ········································ 93

6.2 Lessons Learned from the Capacity Development ·································· 94

6.3 Lessons Learned from the Dissemination of the Output ···························· 95

7. Recommendations for Further Action ·································· 96

(Table and Figures)

Table1-1 RMSD Expert Team ·································································· 4

Table2-1 Summary of the Results of the Project Activities ································· 5

Table2-2 Outline of Regular Meetings on Operational Guidelines

（2012-2016 February） ······························································ 8

Table2-3 Outlines of Meetings for LBT Specification ······································ 9

Table2-4 Working groups and contents of the guidelines ·································· 10

Table2-5 Annual Schedule of DE in the Model District ···································· 13

Table2-6 RMSD Technical Training Courses ················································ 13

Table2-7 River level change according to bridge lengths ·································· 18

Table2-8 Utilization of GIS/GPS and Issues ················································· 19

Table2-9 Training Topics ······································································· 19

Table2-10 Mid-and Long Term Plan FY 2015/2016 Chamwino DC ····················· 22

Table2-11 Items Proposed for the Annual Rural Road Maintenance Plan ··············· 23

Table2-12 The Procedure of the Road Works in the Model Districts ····················· 24

Table2-13 Outline of the work plan of the Pilot Projects ·································· 28

Table2-14 Before and After, Challenges of the Operational Guidelines

in practice ··········································································· 31

Table2-15 AMTC Operation in the Project ·················································· 33

Table2-16 The Procedure of the Road Works in the Disseminated Districts ············ 36

Table2-17 Chamwino DC Annual Leasing Budget Plan ··································· 37

Table2-18 Iringa DC Annual Leasing Budget Plan ········································· 37

Table2-19 Leasing Price Transition (Chamwino DC) ······································ 38

Table2-20 Leasing Price Transition (Iringa DC) ············································ 38

Table2-21 Result &Target Comparison in Chamwino DC ································· 39

Table2-22 Result &Target Comparison in Chamwino DC ································· 39

Table2-23 2 Years Income Comparison (Chamwino DC) ·································· 39

Table2-24 2 Years Comparison (Iringa DC) ················································· 39

Table2-25 Leasing Period/Days (Chamwino DC) ·········································· 40

Table2-26 Leasing Period/Days (Iringa DC) ················································ 40

Table2-27 Maintenance Cost (Chamwino DC) ·············································· 40

Table2-28 Maintenance Cost (Iringa DC) ···················································· 40

Table2-29 Expense for depreciation including initial cost (Chamwino DC) ············ 40

Table2-30 Expense for depreciation excluding initial cost (Chamwino DC) ············ 41

Table2-31 Expense for depreciation including initial cost (Iringa DC) ·················· 41

Table2-32 Expense for depreciation excluding initial cost (Iringa DC) ·················· 41

Table2-33 Revenue prediction for next 3 years (average, Chamwino DC) ·············· 42

Table2-34 Revenue prediction for next 3 years (average, Iringa DC) ···················· 42

Table2-35 Mid/Long-Term Prediction without equipment renewal

(Chamwino DC) ··································································· 42

Table2-36 Mid/Long-Term Prediction without equipment renewal

(Iringa DC) ········································································· 42

Table2-37 Mid/Long-Term Prediction with equipment renewal

(Chamwino DC) ··································································· 43

Table2-38 Mid/Long-Term Prediction with equipment renewal (Iringa DC) ··········· 43

Table2-39 Satisfaction of Contractors on their own service

and district services ································································ 44

Table3-1 The maintenance status of rural roads in model and

disseminated districts (FY2011/12 – 2014/15) ·································· 53

Table3-2 Satisfaction ratings of contractors who executed the pilot projects

in Chamwino and Iringa DC ······················································· 54

Table3-3 Satisfaction ratings of community people working for the pilot

projects in Chamwino and Iringa DCs ············································ 55

Table3-4 The percentage of the rollover funds (RF) for rural road maintenance

in the model districts (FY 2011/12 – 2014/15) ·································· 57

Table3-5 The percentage of RS/Council Engineers utilizing the Operational

Guidelines and their satisfaction ratings ··········································· 59

Table3-6 Items necessary for the Annual Rural Road Maintenance Plan ················ 61

Table3-7 The percentage of the road maintenance completion in the model

and disseminated districts (FY 2011/12 – 2014/15) ···························· 63

Table3-8 The rating results of Council Engineers and Technicians in Chamwino

DC on their practical skills and knowledge ······································ 64

Table3-9 The rating results of Council Engineers and Technicians in Iringa DC

on their practical skills and knowledge ··········································· 65

Table3-10 The number of consultations provided by the Council Engineers/

Technicians in the model and disseminated districts

(FY 2013/14 – FY 2014/15) ···················································· 69

Table3-11 The ratio of LBT works to all the maintenance works in the model

Districts (FY 2011/12 – 2014/15) ·············································· 69

Table3-12 (1) Agenda of Monitoring W/S in Dodoma Region ···························· 71

Table3-12 (2) Agenda of Monitoring W/S in Iringa Region ······························· 71

Table3-13 (1) Participant List in Dodoma Region ·········································· 72

Table3-13 (2) Participant List in Iringa Region ············································· 72

Table3-14 Persons in charge of each Form in Model and Disseminated DCs ··········· 73

Table4-1 Rating of Achievement of Project Purpose ······································· 74

Table4-2 Maintenance status of rural roads in model and

disseminated districts ······························································· 75

Table4-3 Satisfaction ratings of contractors in Chamwino DC and Iringa DC ·········· 76

Table4-4 Satisfaction ratings of community people in Chamwino DC and

Iringa DC ············································································· 76

Table4-5 The percentage of the rollover funds for rural road maintenance

in the model and disseminated districts ·········································· 76

Table4-6 Rating of Achievement of Outputs ················································ 77

Table4-7 Items necessary for the Annual Rural Road Maintenance Plan ················ 79

Table4-8 Percentages of the road maintenance works Completed in the

model districts ······································································· 80

Table4-9 The total rating on average results of engineers and technicians in

Chamwino and Iringa DC on their practical skills and knowledge ··········· 80

Table4-10 The number of consultations provided by the district engineers/

technicians in model districts ······················································ 81

Table4-11 Statistics and comments at consultations in the model districts ·············· 81

Table4-12 The ratio of LBT works to all the road maintenance works in the

model districts ······································································· 82

Table4-13 Percentages of the road maintenance works Completed in the

disseminated districts ······························································ 83

Table4-14 Rating of Achievement of Overall Goal ········································· 84

Table5-1 RMSD Joint Coordinating Committee 2012-2016 ······························ 89

Table5-2 Equipment Procured by the Project ················································ 89

Table5-3 Contents of Baseline Survey (TOR) ··············································· 90

Table5-4 Member of the Study Tour in Japan ··············································· 92

Table7-1 Indicators and the means of verifications for the Overall Goal ················ 97

*****

Figure2-1 Photos of the Regular Meeting for the Operational Guidelines ················ 9

Figure2-2 Operational Guidelines, Members of Launching Ceremony ·················· 10

Figure2-3 Photos of Stakeholders’ Meeting 2015 ··········································· 11

Figure2-4 Iringa District Bridges ····························································· 15

Figure2-5 Chamwino District Box Culverts ················································· 15

Figure2-6 Photos of Training on Site ························································· 16

Figure2-7 Photos of Indoor training in Iringa DC ·········································· 16

Figure2-8 Confirmation of the Attribute Table ·············································· 20

Figure2-9 Confirmation the property ························································· 20

Figure2-10 Integration the OSM and the GPS data ········································· 20

Figure2-11 Setting the Print View ····························································· 20

Figure2-12 GIS Training onsite in Kondoa DC ············································· 20

Figure2-13 GIS Training in Mufindi DC ····················································· 21

Figure2-14 Training for Vehicle Calibration Odometer in Chamwino DC ·············· 22

Figure2-15 Proposed Value Added Prioritization ··········································· 23

Figure2-16 Annual Plan of the Model Districts ············································· 24

Figure2-17 Kitayawa-Wangama Road (Iringa DC, LBT pilot site) ······················· 25

Figure2-18 Location of the Pilot Project in FY 2013/2014 ································ 26

Figure2-19 Location of the Pilot Project in Chamwino DC FY2014/2015 ·············· 27

Figure2-20 Location of the Pilot Project in Iringa DC FY2014/2015 ···················· 27

Figure2-21 Before and After the rehabilitation of bridge in Iringa DC ·················· 28

Figure2-22 Before and After of the PP in Iringa DC ······································· 30

Figure2-23 Topic and cycle of AMTC ························································ 33

Figure2-24 Photos of AMTC in Mufindi DC and Kondoa DC ···························· 34

Figure2-25 Unkuku-Loo-Kalamba Road, Pilot Site in Kondoa DC ······················ 36

Figure2-26 Contract Form Contractor to District ··········································· 46

Figure2-27 Contract Form District to Contractor ··········································· 46

Figure2-28 Income Management Form ······················································ 47

Figure2-29 Maintenance management Form ················································ 47

Figure2-30 Proposed New Hiring System ··················································· 49

Figure3-1 Comparison between “Satisfaction” and “Improvement”

in each Chapter ····································································· 60

Figure3-2 Results of Checklist in Model Districts

(Form 4 in Monitoring System) ················································ 62

Figure3-3 Results of Checklist in Disseminated Districts

(Form 4 in Monitoring System) ·················································· 63

Figure3-4 Change in the rating results on the practical skills and knowledge of

Council Engineers/Technicians by RS Engineer (evaluation by another

person) in Dodoma Region and Council Engineers/Technicians

(self-evaluation) in Chamwino DC (from 3rd to 5th Questionnaire

Surveys) ············································································· 67

Figure3-5 Change in the rating results on the practical skills and knowledge of

Council Engineers/Technicians by RS Engineer in Iringa Region and

Council Engineers/Technicians in Iringa DC (from 3rd to 5th

Questionnaire Surveys) ·························································· 67

Figure3-6 Comparison of the rating results between Council Engineers and

Technicians (self-evaluation) in Chamwino DC and RS Engineer

(evaluation by another person) in Dodoma Region (4th and 5th

Questionnaire Surveys) ·························································· 68

Figure3-7 Comparison of the rating results between Council Engineers and

Technicians in Iringa DC and RS Engineer in Iringa Region (4th and 5th

Questionnaire Surveys) ·························································· 68

Figure5-1 Photos of ILO International Seminar in Benin 2015 ··························· 92

Annex Annex-1: PDM-1, PDM-2, PDM-3

Annex-2: PO (2012-2016)

Annex-3: RMSD Expert Team Assignment

Annex-4: Monitoring System, Monitoring Manual

Annex-5: Equipment

Annex-6: JCC

Annex-7:Counterpart Designation

Annex-8: Summary of Project Input

1

1. General Outline of the Project 1.1 Background of the Project

Tanzania's mid-term plan for national development, Tanzania Development Vision 2025 (enacted in

1999), states "Improvement of an appropriate amount of infrastructure will contribute to the

development of all sectors." Roads” in particular, are important tools for regional development.

Improvement of rural roads is emphasized as having a direct bearing on the promotion of agricultural

development and the improvement of the lives of the poor, which are important issues in Tanzania's

national development. Their improvement in terms of both quality and quantity is necessary.

In these circumstances, the Project for “Rural Road Maintenance System Development” was launched

aimed at improving the administrative and practical capacity of rural road maintenance and

management.

1.2 Framework of the Project

1.2.1 Term of the Project

From February 2012 to March 2014 for the first operational period

From May 2014 to March 2016 for the second operational period

1.2.2 Tanzanian Counterpart and Administrative Personnel

• Implementing agency: PMO-RALG, reformed as PO-RALG as of January 2016

• Supporting agency: MOW (ATTI as the LBT training institute)

• Project Director: Permanent Secretary, PMO-RALG

• Project Manager: Director of Infrastructure Development Unit (IDU), PMO-RALG

• Counterparts: IDU officials/ PMO-RALG

Officials of Regional Roads Department/ MOW

RS Engineers and District Engineers in the target area

1.2.3 Target area

• Target Regions: Dodoma Region, Iringa Region

• Model Districts: Chamwino District, Iringa District

• Disseminated Districts: Kondoa Districts, Mufindi District.

1.2.4 Super Goal

District roads in whole Tanzania are properly maintained through application of appropriate

technology and methodology.

2

1.2.5 Overall Goal

The district road maintenance procedure and services of LGAs in Dodoma and Iringa regions are

improved.

【Indicators】

1) Annual Rural Road Maintenance Plans prepared by the LGAs of the respective regions contain

necessary items based on the checklist.

2) The percentage of the road maintenance works completed by contractors (including defect liability

period) for all the maintenance works in the Plan is increased within the fiscal year in the

respective regions.

3) The maintenance status (Good, Fair, and Poor) of rural roads is improved in the respective regions.

1.2.6 Project Purpose

Administrative services of rural road maintenance provided by LGAs are improved in the target areas,

and its nationwide expansion approach is developed.

【Indicators】

1) The maintenance status (Good, Fair, and Poor) of rural roads is improved in the model and

disseminated districts of the respective regions.

2) The satisfaction ratings of the contractors/community people in the model and disseminated

districts of the respective regions exceed 75/75% (Chamwino and Iringa) on average with

reference to rural road maintenance works or status.

3) The percentage of the rollover funds for rural road maintenance is decreased in the model and

disseminated districts of the respective regions.

1.3 Outputs

(1) The capacity of PMO-RALG for coordinating and supporting LGAs in collaboration with MOW

on district road maintenance is strengthened.

(2) The district road maintenance procedure of the LGAs is strengthened in the model districts.

(3) The practical skills and knowledge of responsible organizations (concerned departments of the

LGAs, contractors, etc.) on district road maintenance are improved through the LBT application

in the model districts.

(4) The dissemination mechanism for district road maintenance approach within the respective

regions is established.

1.4 Target Groups

RS and District Engineers, District Technicians, contractors, and community people living around the

pilot project sites

3

1.5 Project Design Matrixes (PDM)

The outline of the Project is summarized in the Project Design Matrix (PDM) as shown in Annex 1.

The PDM is subject to modifications through further discussions with the project stakeholders in

accordance with the progress and achievements of the Project.

1.6 Project Activities

(1) Activities for [Output 1]

1-1 Convene regular meetings on operational guidelines development for rural road maintenance

with PMO-RALG and MOW.

1-2 Prepare and revise operational guidelines of rural road maintenance with PMO-RALG and

MOW.

1-3 Share the contents of the guidelines and the lessons learned from LGAs in the model districts

during the Annual Meeting between PMO-RALG and RS and District Engineers.

1-4 Assist RS engineers to monitor rural road maintenance in LGAs based on the guidelines.

(2) Activities for [Output 2]

2-1 Select model districts based on the criteria established.

2-2 Review the current activities done by technical staff in the model districts.

2-3 Provide training on rural road maintenance for the district engineers and technicians in the

model districts.

2-4 Prepare and update the rural road inventories in the model districts.

2-5 Prepare and revise a mid- and long-term rural road maintenance plan.

2-6 Confirm the needs of rural road maintenance in the model districts and prioritize the needs.

2-7 Prepare the annual rural road maintenance plans, including procurement, construction method,

etc., in consideration of gender aspects in the model districts.

(3) Activities for [Output 3]

3-1 Select pilot projects in the model districts from the annual rural road maintenance plan.

3-2 Formulate work plans of the pilot projects.

3-3 Assist district engineers and technicians in the model districts to procure contractors and

supervise the pilot projects based on the work plans.

3-4 Provide consultations on the operation of the pilot projects for the district engineers and

technicians, contractors, etc. through ATTI.

3-5 Promote PR activities on rural road maintenance through the pilot projects.

3-6 Document the process, experiences, outcomes, and lessons learned of the pilot projects.

(4) Activities for [Output 4]

4-1 Organize sensitization workshops on rural road maintenance for the other LGAs in the respective

4

regions in collaboration with the RS engineers.

4-2 Select a LGA to be disseminated in the respective regions.

4-3 Assist the LGAs selected in the respective regions to promote rural road maintenance based on

the guidelines with the full commitments of RS engineers.

4-4 Monitor the rural road maintenance promoted by the LGAs in the respective regions.

4-5 Feedback the monitoring results into the guidelines.

1.7 RMSD Expert Assignment

The Expert Team members of the RMSD Project are listed below:

Table 1-1 RMSD Experts Team

Expertise  Name of Experts  Organization 

Team Leader/Road Maintenance  Tatsumi TOKUNAGA 

Motoki OGAWA 

EJEC 

Sub Leader/Rural Road Planning  Motoki OGAWA 

Tatsumi TOKUNAGA 

EJEC 

LBT（Design/Structure）  Hirokazu MIYAMOTO  EJEC 

LBT（Maintenance/Quality Control）  Noboru SHIMIZU 

Masahiko NISHIDA 

EJEC 

Road Design    Ikumasa KAWASAKI  EJEC 

Construction/Contract Management  Kenko OKAMURA  IDI 

Light Equipment Management  Masanori TAKEISHI  CDCI 

Capacity Building  Kazunobu KAMIMURA  PACET 

Monitoring  Takaaki HIRAKAWA  INTEM 

Coordinating/Training Planning  Yumiko TAKEDA  CDCI 

Coordinating/Public Relations  Go EBISU  EJEC 

5

2. Progress and Achievement February 2012-February2016

In the second operational period of the Project’s implementation, 22 activities out of the 23 identified

in the PDM were realized by the middle of February 2016.

2.1 Results of Project Activities based on the APO

The progress and attainment of the Project’s activities as of February 2016 are summarized as follows:

Table 2-1 Summary of the Results of the Project Activities

Project Activities  Progress Situation of Each Activity 

Other Activities   

Joint Coordinating Committee (JCC)    The  fourth  JCC meeting was held on 20 August, 2015. Past achievements and  results  as  well  as  the  roadmap  for  nationwide  expansion  after termination of the Project were discussed and confirmed.   Also, the fifth JCC meeting was held on 23 February, 2016. Final outcomes and continued operations after the end of the Project were reported and discussed during the final JCC meeting.   

Mid‐term Review and Terminal Evaluation   

The Terminal Evaluation Study was conducted on 21 August 2015, and the evaluation results, recommendations, and  lessons  learned were extracted by  the  Study  Team.  As  the  Project  terminates  earlier  before  the  end  of financial  year,  the  Team  emphasizes  that  C/P  shall  aggregate  the  data extracted after  the end of  the  financial year and confirm  the changes  in target values.   

Documentation and submission of the Work Plan   

N/A 

Documentation of (Mid‐term) Progress Report   

The  Final  Progress  Report was  prepared  and  submitted  as  scheduled  in March, 2016.   

Procedure of provision of equipment   N/A 

Output 1: The capacity of PMO‐RALG for coordinating and supporting LGAs in collaboration with MOW on rural road maintenance is strengthened. 

1‐1 Convene regular meetings on operational guidelines development for rural road maintenance with PMO‐RALG and MOW.   

Accordingly  the  recommendation  from  the  mid‐term  review  team,  the Project  incorporated  the  production  of  the  LBT  specification  into  the project activities 1‐1.   Regular meetings of  the Operational Guidelines, and the meeting  for LBT Specification were held as follows.    7th Regular meeting (in July 2014)  8th Regular meeting (in August 2015)  9th Regular meeting (March 2015)    10th Regular meeting (LBT Specification Meeting 1 convened in August 

2015)    11th Regular meeting (LBT Specification Meeting 2 convened in 

December 2015)    12th Regular meeting (LBT Specification Meeting 3 convened in January 

2016)   

1‐2 Prepare and revise operational guidelines of rural road maintenance with PMO‐RALG and MOW.   

Regarding  the Operational Guidelines,  it  has  been  approved  by MoW  in December  2014.  The  Project  had  a  ceremony  for  the  launching  the Operational  Guidelines  in  March  2015.  After  the  completion  of  the Operational  Guidelines,  the  need  of  LBT  technical  specification  was discussed. As  the maintenance work methods are different between EBT and LBT, the quality of LBT works is not secured by referring to the current 

6

specification of EBT. Thus, the same member of the Operational Guidelines came  to  develop  the  Guidelines  for  LBT  technical  specification.  The schedule is shown in the Activity 1‐1.   

1‐3 Share the contents of the guidelines and the lessons learned from LGAs in the model districts during the Annual Meeting between PMO‐RALG, RS Engineers and District Engineers.   

The Annual Engineers Meeting was convened in Arusha from 24th to 28th August, and the presentation on the project outcomes was carried out by the model district (Iringa DC). The questionnaire survey for the utilization of  the  Operational  Guidelines  was  conducted  for  RSEs  and  Council Engineers  during  the  meeting,  and  the  Engineers  in  other  LGAs  were encouraged to use the Operational Guidelines.   

1‐4 Assist RS engineers to monitor rural road maintenance in LGAs based on the guidelines.   

The budget  for  rural  road maintenance was  reduced and delayed  in  this financial  year,  and  only  50%  of  the  original  budget was  approved.  The delay of the disbursement of the budget caused the delay of series of road work procedure  in LGAs.  It  is supposed  the quarterly monitoring by RSEs was difficult in this year due to the late disbursement of the budget to the LGAs.   

Output 2: The rural road maintenance procedure of the LGAs is strengthened in the model districts. 

2‐1 Select model districts based on the criteria established.   

N/A 

2‐2 Review the current activities done by technical staff in the model districts.   

N/A 

2‐3 Provide training on rural road maintenance for the district engineers and technicians in the model districts. 

In  preparation  for  the  termination  of  the  Project  in  March  2016,  themonitoring W/S was convened  in Dodoma and Iringa Regions (26 January 2016  in  Dodoma  and  29th  January  in  Iringa).  Because  the  Project  is terminated  before  the  end  of  the  financial  year  of  Tanzania,  C/P  shall collect the data and  information that will be extracted and fixed after the end  of  financial  year.  Thus,  the  Monitoring  Expert  provided  the instructions on  the overall picture of M/S,  the method  for data entry of each form, etc. for the C/P during the W/S. Also, the indicators and various forms necessary  for  the monitoring were  summarized and  confirmed.  In this way, it is required for the C/P to carry out the monitoring activities on their own initiatives.    GIS  training was  conducted  twice  in  the disseminated districts  in August 2015 and  January 2016.  The  contents of  training were  the  collaboration between  the annual plan and  road  information management system,  the update of the system before and after the road maintenance works, etc.   

2‐4 Prepare and update rural road inventories in the model districts.   

Since the budget disbursement has delayed of FY 2015/16, the  inventory survey  in  Iringa DC was partly completed  for aiming the prioritization. By the  end  of  January  2016,  the  inventory  in  Iringa  DC  has  not  been completed. The survey in Chamwino DC has already been completed.   

2‐5 Prepare and revise a mid‐ and long‐term rural road maintenance plan.   

Iringa District has revised the mid‐ and  long‐term rural road maintenance plans based on  the  inventory data partly done  in November. Chamwino District  is revising the mid‐and–long term plan and expected to complete by  the end of February 2016. Also,  they provided  the  instructions of  the mid‐ and long‐term plan in AMTC for the disseminated districts. 

2‐6 Confirm the needs of rural road maintenance in the model districts and prioritize the needs.   

In the mid‐ and long‐term rural road maintenance plans, the priorities are defined from; (1) road class, (2) road network, (3) population, (4) economic condition, and  (5) others. The needs of rural road maintenance are  fairly and  technically  summarized,  and  the  road  maintenance  works  are prioritized. Regarding  the prioritization  in FY 2016/17, Chamwino DC has already completed whereas Iringa DC has been ongoing.   

2‐7 Prepare annual rural road maintenance plans, including procurement, construction method, 

Model DCs plan to formulate the Annual Plan from March 2016 based on the mid‐  and  long‐term  plan.  The  Annual  Plans, which  are  required  for budgeting  formatted  for DROMAS‐2 have  submitted  to  the Dodoma and 

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etc., in consideration of gender aspects in the model districts.   

Iringa Regions respectively.

2‐8 Monitor the rural road maintenance in the model districts.   

Due to the delay of budget disbursement  from RFB  in October 2015, the bidding procedure,  the  contract, and  the commencement of  road works were delayed.  The  implementation of  the pilot project  in Chamwino DC has started  in January. The  implementation  in Iringa DC will be after April 2016.   

Output  3:  The  practical  skills  and  knowledge  of  responsible  organizations  (concerned  departments  of  the  LGAs, contractors, etc.) on rural road maintenance are improved through the LBT application in the model districts. 

3‐1 Select pilot projects in the model districts from the annual rural road maintenance plan.   

N/A   

3‐2 Formulate the work plans of the pilot projects.   

N/A   

3‐3 Assist district engineers and technicians in the model districts to procure contractors and supervise the pilot projects based on the work plans.   

N/A   

3‐4 Provide consultations on the operation of the pilot projects for the district engineers and technicians, contractors, etc. through ATTI.   

N/A   

3‐5 Promote PR activities on rural road maintenance through the pilot projects.   

The PR video, “The Project for Improvement of District Road,” on the pilot projects was broadcasted on  Star TV on 21 and 22  July, 2015. Also,  the DVD was distributed to engineers during the Engineers’ Meeting at Arusha as material for sharing the lessons learned from the model districts.   

3‐6 Document the process, experiences, outcomes, and lessons learned of the pilot projects.   

The  Project  summarized  the  results,  impacts,  lessons  learned,  etc., extracted  from the experiences of pilot projects  in the model districts.  In terms  of  the  project  outcomes  and  experiences  on  the  capacity development  for  rural  road  maintenance,  furthermore,  the  W/S  was convened  on  12th  August  in  Iringa  DC,  and  the  participants  exchanged   opinions.   

Output  4:  The  dissemination mechanism  for  rural  road maintenance  approach  within  the  respective  regions  is established. 

4‐1 Organize sensitization workshops on rural road maintenance for the other LGAs in the respective regions in collaboration with the RS engineers.   

The 1st AMTC in FY 2015/16 on the inventory course was convened in the disseminated districts under the initiatives of engineers and technicians in the model districts and RS engineers  (on 1st and 9th September 2015  in Kondoa and Mufindi DCs respectively).    The 2nd AMTC on the planning & budgeting course was convened with the instructions  of  mid‐  and  long‐term  plan,  annual  plan,  and  budget preparation by the model districts (on 27th November and 4th December 2015 in Kondoa and Mufindi DCs respectively).    The  3rd  AMTC  on  the  procurement  course  was  convened  with  the instructions  of  bidding  procedure  and  contract  document  by  the model districts  (on  18th  and  15th  January  2016  in  Kondoa  and  Mufindi  DCs respectively).   

4‐2 Select a LGA to be disseminated in the respective regions.   

N/A   

4‐3 Assist the LGAs selected in the respective regions to promote rural road maintenance based on the guidelines with the full commitments of RS engineers.   

<Inventories in the disseminated districts> Mufindi DC  has  already  completed  the  inventory, while  Kondoa DC  has partly done for the budgeting.   <Mid‐ and long‐term plan in the disseminated districts>   Although Kondoa and Mufindi DCs undertook the formulation of mid‐ and 

8

long‐term plans after the 2nd AMTC on the planning course, both districts have on going to revise the mid‐long term plans.    <Prioritization in the disseminated districts>   Regarding  the prioritization of FY2016/17, both districts have  completed by the end of January, 2016. The prioritization is aiming for the budgeting based on the inventory partly done. 

4‐4 Monitor the rural road maintenance promoted by the LGAs in the respective regions.   

In  the  same way as the model districts,  the  implementation of  the pilot projects in the disseminated districts will be delayed after April.    The monitoring workshops were convened in Dodoma and Iringa Regions. In preparation for the end of FY2015/16, the Monitoring Expert instructed the C/P to summarize the information and data of rural road maintenance works  for  the  financial  year  according  to  the  forms  of  the Monitoring System (M/S).   

4‐5  Feedback  the monitoring  results into the guidelines. 

Due  to the delay of  the road work procedure  in LGAs caused by  the  late budget  disbursement,  it  is  difficult  for  RSEs  to  monitor  the  progress quarterly  basis  as  usual.  After  the  project  completion,  PMO‐RALG  is required to instruct to feedback the monitoring results to the Guidelines. 

2.2 Progress and Achievement for Output-1

The capacity of PMO-RALG for coordinating and supporting LGAs in collaboration with

MOW on rural road maintenance is strengthened.

【Activity 1-1】Convene regular meetings on operational guidelines development for rural road

maintenance with PMO-RALG and MOW.

【Meeting for Operational Guidelines】

RMSD convened regular meetings to develop the Operational Guidelines. The contents of the

Guidelines were discussed during the meetings.

Table2-2 Outline of Regular Meetings on Operational Guidelines（2012-2016 February） Items  Date  Place  Agenda Participants

1st  

7/February/2013  PMO‐RALG 

・ Background for the Operational Guidelines ・ Contents ・ Discussion ・ Working Group ・ Schedule

27 

2nd  

21/May/2013  PMO‐RALG ・ Draft of Guidelines ・ Schedule

12 

3rd  

3/June/2013  

PMO‐RALG 

・ Report of Study Tour ・ Details of Contents ・ Schedule ・ Dissemination and Utilization of Guidelines 

17 

－  24/July/2013  Arusha 

Sharing the draft of Guidelines  in Engineers Meeting 

Discussion and comments from Engineers in LGAs

600 

4th   18‐20/September/2013 

Iringa DC 

Modification  of  Guidelines  reflected  the comments raised in Engineers meeting 

Contents of Annex  Lessons learnt from the Pilot Project 

34 

9

5th    

20/November/ 2013 

Iringa DC Pilot Site 

Site Visit for the Pilot Project  Summarization  of  lessons  learnt  from  Pilot 

Project

37 

6th    

13/February/2014 Dar es Salaam 

Summarization  of  lessons  learnt  from  Pilot Project 

Utilization of GPS to ADRICS

33 

7th    

24/July/2014  PMO‐RALG Progress of the Draft of Operational Guidelines  Discussion on the comments from MoW 

32 

8th    

6/August/2014  PMO‐RALG  Discussion on the comments from MoW  15 

‐  10/March/2015 PMO‐RALG Dar es Salaam 

Official Launch of Operational Guidelines  The merit  of  the  utilization  of Operational 

Guidelines  The  future  expectation  for  the  Rural  Road 

Management

19 

【Meeting for LBT Specification】 Figure 2-1 Photos of the Regular Meeting for the Operational Guidelines

The need to produce LBT specification was recognized during the regular meeting. The JICA

Mid-Term Evaluation Team recommended incorporating the activities focusing on LBT Specification

within the Project period. PMO-RALG and the RMSD Team convened the meeting for LBT

specification as follows.

Table 2-3 Outlines of Meetings for LBT Specification

Items  Date  Place  Agenda

‐ 

 11/March/2015 

PMO‐RALG 

Dar es Salaam

・ Presentation of the existing LBT Manuals 

・ Discussions on the Contents of LBT Specifications 

・ Discussion on the Procedure for Approval 

1st   

 13/August/2015  Iringa 

・ Needs of LGAs and RAS for Practical Specification of LBT   

・ Purpose of Producing the Practical LBT Specifications 

・ Review of the Existing LBT Manuals

2nd 

 

26/August/2015 

 Arusha 

Reviewing of current existing LBT Manuals / Documents 

Assessing the items required to be upgraded, revised 

Drafting the Table of Contents

3rd     

 7/December/2015  Iringa DC 

Presentation  by  the  Working  Group  for  the  LBT 

Specification, Draft of LBT Specification 

4th   

 13‐14/January/2016  Iringa DC 

Compiling the Draft, Checking the procedure of the approval 

from MoW

10

【Activity1-2】Prepare and revise operational guidelines of rural road maintenance with

PMO-RALG and MOW

The working groups produced the draft of the Operational Guidelines by the end of August 2014. The

lessons learned from the pilot projects in Chamwino and Iringa DC, new knowledge from the Study

Tour to Uganda and Kenya, and training in Japan were all reflected in the draft. PMO-RALG

submitted the draft to MoW and it was approved by MoW in December 2014. In March 2015,

PMO-RALG and the Project conducted the official launching for the Operational Guidelines in Dar es

Salaam. Mr. Jumanne Sagini, Permanent Secretary of PMO-RALG, expressed appreciation for the

continuous support from JICA, and committed to practical utilization of the Guidelines in all the

LGAs. The Guidelines shall be revised annually, with the feedback from the pilot projects in the

model districts and disseminated districts.

Table 2-4 Working groups and contents of the guidelines

Working group  Contents  Responsible organization 

Policy, abstract and outline of 

the Guidelines 

Policy for making the guidelines will 

also be part of the item 

PMO‐RALG 

 

Planning 

 

Road condition survey  Chamwino DC, 

Chaired by Eng. Mpinzile Medium‐long term planning 

Annual planning 

Implementation and 

Procurement 

 

Tender/contract document  Iringa DC, 

Chaired by Eng. Runji Contract management and 

administration 

Evaluation of contractor 

Monitoring & Post   

Evaluation 

Monitoring and Evaluation of   

maintenance works 

RSE of Dodoma and Iringa   

Eng. Mkwata & Eng. Mwakalalile 

Figure2-2 Operational Guidelines, Members of Launching Ceremony

【Activity1-3】Share the contents of the guidelines and the lessons learned from LGAs in the

model districts during the Annual Meeting between PMO-RALG and RS and District

Engineers.

The contents of the Operational Guidelines and the lessons learned from the model districts were

shared in the Engineers Meeting on behalf of PMO-RALG, RFB & Stakeholders Meeting. The

11

meeting was convened in Arusha from 24 to 28 August 2015. Eng. Mpinzile, District Engineer in

Chamwino DC presented the contents of the Guidelines, and the lessons learned from the application

of the Guidelines. Eng. Runji, District Engineer in Iringa DC also had an opportunity to talk about his

experience in the Iringa district.

Figure2-3 Photos of Stakeholders’ Meeting 2015

【Activity1-4】Assist RS engineers to monitor rural road maintenance in LGAs based on the

guidelines.

Monitoring is one of the key factors in sustaining the project activity even after project completion.

The project supported to the creation of the monitoring system and monitoring manuals for the RSEs

and the District Engineers. Seven (7) types of new monitoring forms were introduced in the

monitoring system. The monitoring system gives engineers the capability to monitor the activities of

the road works, the progress and the issues, and the achievement. As a result of using the monitoring

forms, the maintenance works in FY2014/2015 were properly monitored by RSEs.

The issues of monitoring are caused by the insufficient personnel of RSEs, rather than the quality of

monitoring. In each of the model regions of the Project, Dodoma and Iringa, the role of RSE is

assigned to only one engineer. The numbers of councils in the regions covered by each RSE are; 8

councils in Dodoma region (Dodoma MC, Chamwino DC, Bahi DC, Mpwapwa DC, Chemba DC,

Kongwa DC, Kondoa DC and Kondoa TC) and 5 in Iringa regions (Iringa MC, Iringa DC, Mufindi

DC, Mufindi TC, Kilolo DC). Along with the increase in number of councils due to decentralization,

the volume of monitoring work increased for the RSEs.

Regarding the results of monitoring, around 86% of the FY2014/2015 budget including rollover has

been disbursed. In FY2015/2016, however, the delay of budget disbursement caused the delay of the

procedure for the road works in the LGAs. It affected monitoring works by RSEs.

2.3 Progress and Achievement for Output-2

The rural road maintenance procedure of the LGAs is strengthened in the model districts.

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【Activity2-1】The establishment of criteria and selection of the model districts

The Model Councils were selected as follows.

-Chamwino District (Dodoma Region)

-Iringa District (Iringa Region)

PMO-RALG and the Project established the criteria for the selection. The candidate councils were

examined by the criteria. Then, the comparative evaluation has been done during the selection.

(1) Basic Concept of the Criteria for Selection of Model Councils

The Project set two indicators to assess the candidate councils.

1) The Preconditions and criteria were to confirm the effectiveness and efficiency.

2) The Comparative Evaluation was done by the criteria.

(2) Precondition Assessments

Precondition was assessed by the following four (4) factors.

- Elimination of the Municipality Councils (MC)

- Location near to the Regional Capital Cities/Municipalities

- Relationship with JICA financial assistance for Road Construction Projects

- Requirement of LBT Training at ATTI

(3) The Comparative Evaluation

Through the comparative evaluation, the Model Councils were selected with the mutual consensus of

PMO-RALG, RS Engineers and the JICA Experts. The availability of the technical support from the

Development Partners were also factored into the consideration.

【Activity2-2】Review the current activities done by technical staff in the model districts.

The Project reviewed the current activities in the model districts. The findings from the review are as

follows.

(1) Regional Engineers (RSE)

The regional engineers conduct three major activities; technical inspection at the site, administrative

inspection at the office, and monitoring the budget disbursement in LGAs. For every quarter, RSEs

produce quarterly reports based on their monitoring results. The format for the quarterly reports is not

standardized. The requirement from PMO-RALG is only to attach the budget disbursement data. This

causes gaps in the contents of the reports between regions. Regarding the number of RSEs assigned,

only one engineer is assigned in most regions. The assignment of sufficient numbers of qualified

personnel is required.

13

(2) Districts Engineer (DE)

The District Engineers commit all the road work stages. As shown in the table below, DEs supervise

and instruct the engineers and technicians throughout the year in the districts.

Table2-5 Annual Schedule of DE in the Model District

【Activity2-3】Provide training on rural road maintenance for the district Engineers and

Technicians in the model districts

The Project provided technical training as listed below. More than 180 engineers and technicians

participated in the training. The technical training contributed to enhancing their capacity for

supervising, monitoring, and meeting the requirement of the technical audit.

Table2-6 RMSD Technical Training Courses Date  Topic Place  Participants

18‐Sep‐12  Workshop  Training  on  Road  Maintenance  for  District Engineers and Technicians 

Iringa DC  10 

26‐Sep‐12  Workshop  Training  on  Road  Maintenance  for  District Engineers and Technicians 

PMO‐RALG  7 

1‐Mar‐13  Planning and design for the Structure Iringa DC 1026‐Mar‐13  Planning and design for the Structure PMO‐RALG  10

18‐June‐13 27‐June‐13 

Operation and Management of LBT Equipment (OJT)  Chamwino DC  8 

20‐June‐13 24‐June‐13 

Operation and Management of LBT Equipment (OJT)  Iringa DC  5 

4‐Nov‐13 15‐Nov‐13 

Operation and Management of LBT Equipment (OJT)  Chamwino DC Iringa DC

3 

19‐Sep‐13  Workshop‐1: Training on Data Processing in ADRICS Workshop‐2: Training on Quarterly Management

Iringa DC  13 

18‐Nov‐13 29‐Nov‐13 

Mid‐Long term Plan  Iringa DC Chamwino DC 

4 

3‐Feb‐14 20‐Feb‐14 

Mid‐Long Term Plan  Iringa DC Chamwino DC 

2 

5‐Feb‐14  Carrying out the Inventory Survey Chamwino DC  9 24‐June‐14 17‐July‐14 

GPS/GIS Training ‐OJT for Digital Map Creation and Utilization

Chamwino DC  8 

Year: 2012‐2013 No. 1

Name: G.S.Mpinzile

Organization: Chamwino DE

Work Item/Action Document Name Prepared by Submitted ToAction or

Submission

Date

Preparation Approval by Council Approval  by MoF Approval  by MP

JCC Guideline MTG

Donors MTG (TASAF) TASAF

CMT*

Tendering; Advertising Chamwino DC

Tendering; Preparation Chamwino DC

Technical Auditor Reportregulated to be

submitted every 1/4

Road Fund

MOF

Road Inspection PMO‐RALG

Road Inventory Survey

RF Quarterly ReportRoad Fund

Quarterly ReportChamwino DC

Dodoma Region

PMO‐RALG

DC Internal AuditorDC Internal

Auditor ReportChamwino DC

Chamwino

DC

Donors MTG (JICA) JICA

Local Government

Engineer MTGRAS/DC

Weekly Progress ReportWeekly Progress

ReportChamwino DC

Implementation of

ProjectsChamwino DC

Tendering; Evaluation Chamwino DC

Budgeting Chamwino DCMinistry of

Finance

Annual Schedule

Monthly Management DC

MTG

Monthly

Progress ReportChamwino DC DED

1 2 3 4 5 67 8 9 10 11 12

All Councils Meeting PMO‐RALG

Regional Road Board

MeetingRAS

Year: 2012‐2013 No. 1

Name: Leopold Runji

Organization: Iringa DE

Work Item/Action Document Name Prepared by Submitted To

Action or

Submission

Date

approved  by Min. Finapproved by MP

Technical Auditor Reportregulated to be

submitted every 1/4

Road Fund

CAG*

CMT*

Tendering; Advertising Iringa DC

DC Internal Auditor ReportDC Internal

Auditor ReportIringa DC Iringa DC

Donors MTG (AFCAP) AFCAP

RF Quarterly ReportRoad Fund

Quarterly ReportIringa DC

Iringa Region

PMO‐RALG

Local Government

Engineer MTGRAS/DC

Donors MTG (JICA) JICA

Tendering; Evaluation Iringa DC

Implementation of

ProjectsIringa DC

9 10

Tendering; Preparation Iringa DC

Budgeting Iringa DCMinistry of

Finance

Weekly Progress ReportWeekly Progress

ReportIringa DC

11 12

Annual Schedule

Monthly DC MTGMonthly

Progress ReportIringa DC DED

1 2 3 4 5 67 8

14

22‐July‐14  GPS/GIS Training   ‐OJT for GIS, GIS Basic Skills and Digital Map Utilization 

Iringa DC  15 

9‐July‐14 11‐July‐14 1‐Aug‐14 

River Survey on Site  Iringa DC  16 

25‐July‐14  River Survey on Site  Chamwino DC  4 18‐July‐14 19‐July‐14 2‐Aug‐14 

Structure Planning ‐River Flow Forecasting and Structure Planning ‐River Flow Analysis Software ‐River Flow Calculation and Bridge Planning

Iringa DC  24 

22‐July‐14 7‐Aug‐14 8‐Aug‐14 

Structure Planning ‐River Flow Forecasting and Structure Planning ‐River Flow Analysis Software ‐Box Culvert Planning 

Chamwino DC  12 

1‐Sep‐15  GIS Training  Chamwino DC Kondoa DC 

 

9‐Sep‐15  GIS Training  Iringa DC Mufindi DC 

 

15‐Jan‐16  GIS Training  Iringa DC Mufindi DC 

10 

18‐Jan‐16  GIA Training  Chamwino DC Kondoa DC 

13 

2.3.1. Structure Design Training

【Overview】

The structure of local roads is planned on the basis of the common national standard structural

diagram compilation. If the structure is planned based on local circumstances or site conditions, it is

clear that it is a practical and more economical development. With a plan to suit local conditions, it is

possible to reduce the cost of maintenance. Structures in the model district are those relating to the

river. Therefore, the training focused on the training plan outline and RC design calculation method.

Training was carried out while using a slide and specific calculation example.

The figure below is an example how the Iringa DE repaired a bridge with his own design based on the

structure training in the first phase. The example shows that the DE fully understands the training and

applies the skills.

Before After

Subsidence of the piers and girders  The bridge girders were heightened. 

15

RC digit is narrow. Rebar placement and concrete filling are difficult. 

By reducing the number of bridge girders, workability was improved 

Figure 2-4 Iringa District Bridges

Rebar placement and concrete filling are difficult. By reducing the number of bridge girders,

workability was improved. The next figure shows box culverts in Chamwino that were damaged by

flooding in 2014. As the flooding occurred before the completion of construction, the mounting part

was scoured. Therefore, the wings were extended and the mounting part was strengthened after the

flooding. It is hard to predict river channel changes during a flood because the lands around

Chamwino is flat. This point is important to the design and maintenance of structures. In Chamwino

district, Causeway (=Drift) and Vented Causeway structures have been used. However, since the

Vented Causeway structure is often clogged by driftwood, box culverts are constructed to avoid

clogging. It would appear that cutting trees causes clogging to occur.

The wings  are  extended  to  strengthen  the mounting part. 

Vented  Causeway.  The  structure  does  not work well due to clogging.

Figure 2-5 Chamwino District Box Culverts

(1) Survey on Site

Student interns also attended the training. District technicians know how to survey well and learn

about survey planning, and survey instruments, and how to use them for three days.

16

Training on Site in Iringa DC  Intern students also attended the training 

 

 

 

 

 

 

 

 

Training on Site in Chamwino DC  The  river  direction  and  the  box  culvert  direction  are not  the  same.  The expert  suggests  they  change  road alignments or slant the box culvert. 

Figure 2-6 Photos of training on site

(2) Indoor training

Trainees learned how to estimate river flow and how to calculate river level change. Exclusive analysis

software is necessary for calculating the river level for bridge construction. Free software (HEC-RAS)

was used for the training. Table shows river level changes according to bridge lengths; trainees

understood the importance of appropriate river cross-section securement. An engineer and a technician

in charge of bridge design also learned how to use the software at a later date.

Figure 2-7 Photos of Indoor training in Iringa DC

(3) Summary of the Training

The training covered river side view creation, river flow calculation, and water level change.

The districts usually designed bridge or culvert based on experience, without any calculation, due to

personnel and budget limitations. The training taught them the need for hydrological surveys or

17

planning. The trainees intend to use their knowledge. In Iringa district, a bridge being planned is being

reviewed based on the training results.

However, it is difficult to estimate precise river flow in a river situation with a large river basin area.

Therefore, the training emphasized the following:

Estimate OFL (Ordinary Flood Level) and HFL (Highest Flood Level) by river erosion condition.

Set DFL (Design Flood Level) considering water level and structure level.

Strengthen mounting parts for more severe flooding than planned.

For the future training plan, the following issues shall be considered.

a. Necessary training

Precise understanding of river levels, riverbank reinforcement and scouring measures,

and maintenance plans are necessary.

b. Utilization on site

In addition to training handouts, the expert prepared the following calculation examples.

With the examples, structure planning and design will be carried out for further

understanding.

RC girder design (bridge span=8m,10m,12.5m,15m）

Box culverts design loading condition, analysis model figure

Actual design calculations are usually conducted by consultants. The calculations are simple

with Excel.

Data input and analysis calculation for hydraulic analysis software

c. Dissemination to other districts

Engineers in the model districts are mainly in charge of dissemination activities

in the dissemination districts. With the dissemination activities, a nationwide

dissemination method will be reviewed.

18

Table 2-7 River level change according to bridge lengths

Single-span bridge (10m span)

Original form

Two-span bridge (10m span)

Change example

(River side view) （River side view）

Over flow at the upper side

(River side view) (River side view)

Bridge plan water level: OFL

Simulating the water level for annual flooding

19

2.3.2. GIS Training

(1) Issues of GIS/GPS utilization in Tanzania

The government of Tanzania has initiated DROMAS-2 which accumulates the entire data of the rural

road in LGAs. The pilot trial launched in Dodoma and Morogoro region. The GIS software that links

to DROMAS-2 is free-soft, namely “QGIS”. The Project conducted interviews the utilization of

GIS/GPS. The findings from the interviews are as follows.

Table2-8 Utilization of GIS/GPS and Issues DC  Utilization and Issues

Chamwino DC  <Utilization>  All the districts roads have been tracked  Software: QGIS  Training on GIS has been delivered by PMO‐RALG    The GPS data have been saved in QGIS  Staffs members are assigned for QGIS, DROMAS‐2, and on site <Issues>  QGIS only shows the route and no additional information  DROMAS‐2 depends on internet accessibility  Lack of user‐friendliness in rural road management  Difficult to identify the road class (coloring by road class depends on the staffs)  GIS data have been plotted, but have had no practical usage     

Iringa DC  <Utilization>  No training for GIS delivered by PMO‐RALG  All the districts roads have been tracked  The GPS data have been transferred to Excel. Additional information such as Bridge 

or Culvert is commented on in Excel <Issues>  No idea for the basic information and usage of QGIS  Never seen DROMAS‐2

Kondoa DC  All the districts roads have been tracked  Difficult to use GIS due to unstable electricity 

Mufindi DC  Partly utilized GPS  No utilization of GIS 

(2) GIS Training

Table 2-9 Training Topics

i. About DROMAS ii. DROMAS and QGIS iii. What’s QGIS iv. Digital Map (Open Street Map)（referred to “OSMN”） v. What’s a Shape File (SHP File) ? vi. How to make the Base‐Map? 

【Open the Shape File】  Open the QGIS and Shape file  Check the Layer  Confirm the Attribute Table (Source of the OSM)    Confirm the property  Style  Display the OSM Data‐Base 

20

Figure2-8 Confirmation of the Attribute Table Figure2-9 Confirmation of the property

Figure2-10 Integration of the OSM and the GPS data Figure2-11 Setting the Print View

Chamwino DC

The district technician in Chamwino DC instructed on-site the training in Kondoa DC. Tracked the

sample data at the Kondoa site, and then presented the manipulation.

Figure2-12 GIS Training onsite in Kondoa DC

Iringa DC

The district engineer and technician in Iringa DC instructed the training.

【Integration of the OSM and the GPS Data】  Add GPS Data  Zoom the GPS Data  Save as the SHP File  Revise the attribute table  Display the GPS Data 

Set the print view

21

Figure2-13 GIS Training in Mufindi DC

(3) Summary of GIS Training

The GIS training contributed to developing the capacities of engineers and technicians as follows.

Data Management

The significant gain from the training is in data management. At the beginning of the Project, the

engineers managed the rural road data manually on paper. Currently, after the end of Project, the road

data are managed digitally using PCs, by utilizing the GPS. The training introduced new technical

tools, such as a drive recorder, which attracted the engineers.

Utilization of GIS software

The engineers and technicians mastered the utilization of GIS software through the technical training.

Although the GIS software shall be updated in the future, the procedure of the road works and the

manipulation of GPS shall remain the same. The ability to use GIS/GPS promotes efficiency. Due to

the limited numbers of engineers and technicians covering the whole network in the districts, the

difficulty of full usage of GIS is of concern. To accelerate the utilization of GIS, continuous training is

required.

Capacity Development as a GIS Specialist in the Model District

The training contributed to the enhanced technical capacities of the engineers and technicians in the

model and disseminated districts. In particular, the engineers and technicians in the model districts

acquired proficiency in using GIS software. After the Project’s completion, the engineers and

technicians in the model districts are expected to transfer their technical skills to others.

Transferring Technical Skills to the Disseminated Districts

Regarding the engineers and technicians in the disseminated districts, the provision of additional

training opportunity is required. The engineers and technicians in the disseminated districts have

acquired the ability to use GIS, but the continuous training is required for GIS manipulation. Technical

transfer from the engineers and technicians in the model districts to the disseminated districts

contributes to enhanced the technical capacity.

22

【Activity2-4】Prepare and update the rural road inventories in the model districts.

The inventory survey is usually conducted from October to December. The survey conducted of

collecting actual data for road length by using GPS, and road conditions by visual inspection. Up to

FY2013/2014, the inventory survey had been done by vehicle calibration odometer. The introduction

of GPS for the inventory survey accelerated the accumulation of inventory data. The Project

contributed to improving the efficiency of the inventory survey for data collection and accumulation

through the technical trainings.

Figure2-14 Training for Vehicle Calibration Odometer in Chamwino DC

【Activity2-5】Prepare and revise a medium and long-term rural road maintenance plan.

The Project encouraged the preparation of medium and long term plan in the model districts. The aim

is to improve the planning capacity of the model districts with the limited resources. The medium and

long term plan contributes to enabling (1) prioritization of maintenance needs, (2) production of

multi-year budgetary plans, and (3) full utilization of budget.

Table2-10 Mid-and Long Term Plan FY 2015/2016 Chamwino DC (Proposed)

【Activity2-6】

Confirm the needs of rural road maintenance in the model districts and prioritize the needs.

15% 20% 20% 30% 15%

RoadClass

NetworkPopulati

onEconomyActivity

Others R S P B/C R S P B/C R S P B/C

1Nagulo Mwitikira-Huzi-Manda-Ilangali

63.5 5.0 5.0 4.5 5.0 4.0 4.8 1

District road, conect to trunkroad,and three districtBahi,Manyoni and Dodomamunicidal

Fair 20.0 7.0 0.0 0.0 40.0 0.0 0.0 1 0.0 12.0 0.0 0

2 Chalinze-Chinangali I-Chilonwa 15.0 5.0 4.0 3.0 3.0 0.0 3.1 11Conect to trunk road and Regionroad

Good 15.0 0.0 0.0 0.0 0.0 10.0 0.0 0 5.0 5.0 0.0 1

4Huzi-Mpwayunga-khambaku-Ndogoe-Mlazo

61.7 3.0 4.0 4.5 5.0 0.0 3.7 8 conect to Mtera dam Fair 0.0 0.0 6.4 1.0 50.0 0.0 0.0 0 0.0 10.0 5.0 0

5

Nagulo – Mwitikira – Mpwayungu- Chinugulu 57.0 3.0 4.0 5.0 5.0 3.0 4.2 4

conect three villagesmpwayungu, chinugulu & farmarea

Fair 20.0 0.0 0.0 0.0 57.0 0.0 0.0 0 25.0 5.0 0.0 0

6

Haneti – Humekwa

18 3.0 2.0 3.0 3.0 2.0 2.7 16Connecting trunk road twodistrict chamwino & Kondoa

Poor 18.0 0.0 0.0 0.0 0.0 12.0 0.0 0 15.0 0.0 0.0 1

7Haneti – Kwahemu – Gwandi -Zajilwa – Umoja - Izava

67.3 3.0 5.0 4.5 5.0 3.0 4.3 3conecting Farm area & regionalroads

Fair 0.0 20.0 0.0 0.0 0.0 10.0 10.0 1 50.0 0.0 0.0 0

8 Dabalo – Manyemba - Malecela30.0 3.0 4.0 3.0 4.0 2.0 3.4 10

Feeder coneting wards and farmarea

Fair 20.0 0.0 0.0 0.0 0.0 10.0 0.0 0 20.0 5.0 0.0 1

9 Dabalo – Igamba - Chiwondo20.0 3.0 4.5 3.0 2.0 3.0 3.0 12

Feeder coneting wards and farmarea

Good 15.0 0.0 0.0 0.0 10.0 0.0 4.0 0 20.0 0.0 0.0 0

10Chalinze - Majeleko

8.0 3.0 3.0 2.0 2.0 0.0 2.1 18Feeder coneting wards and farmarea

Poor 6.0 0.0 0.0 0.0 0.0 0.0 8.0 0 6.0 0.0 0.0 0.0

priorityEvaluation/Comments

Condition/Deterioration/

Inventory

Prioritization

S/NRoad No./

NameLength

(km)

Value Index

Value

2015/16 2016/17 2017/18

23

The Project proposed to address the prioritization in the mid and long term plan. The indicators to

measure the prioritization are; (1) road class, (2) population, (3) road network, (4) economic activities,

and (5) others. The indicators shall be value added depends on DE’s experience or local situation.

Through the training in the Project, the model districts and disseminate districts have capacitated to

develop the mid-long term plan with the prioritization.

Figure 2-15 Proposed Value added prioritization

【Activity2-7】Prepare the annual rural road maintenance plans, including procurement,

construction method, etc., in consideration of gender aspects in the model districts.

The Project trialed to produce the annual plan with covering 23 items listed below. With the

experience of trials in the model districts, the Project proposes the contents of the annual plan shall to

be compatible to DROMAS-2.

Table 2-11 Items proposed for the Annual Rural Road Maintenance Plan

(1) Mid‐ and long‐term objectives (Vision)   

(8) Coverage of road network    (15) Surface type   

(2) Annual objectives    (9) Preliminary schedule    (16) Distance (km)   

(3) Strategies and specific activities for the annual objectives   

(10) Procurement procedures   (17) Time frame of rural road 

maintenance works   

(4) Information of classified roads    (11) Work type    (18) Supervision expenses   

(5) Information of rural road inventories   

(12) Type of structures   (19) Establishment of unit costs for 

road maintenance works   

(6) Needs and priority ranking    (13) Road name    (20) Total cost (TSH)   

(7) Selection of rural road maintenance works   

(14) Application of LBT and/or EBT    (21) Environment aspect   

(22) Gender aspect    (23) HIV/AIDS aspect     

Source: Form 4, MS

24

Figure2-16 Annual Plan of the Model Districts

Through discussion with PMO-RALG, the annual plan that the Project trialed still seems difficult to be

standardized in LGAs. That is because RF only requires data on the type of road works, the road name,

the road length and the budget as the “Annual Plan” to be accumulated into DROMAS-2. The Project

proposed to PMO-RALG to verify the compatibility between the annual plan for DROMAS-2 and the

one the Project trialed.

【Activity2-8】Monitor the rural road maintenance in the model districts.

The Project monitored the progress and the procedure of the rural road maintenance work in the model

districts according to the Operational Guidelines. The progress of the road works in the model districts

is summarized as follows.

Table 2-12 The Procedure of the Road Works in the Model Districts

2014 2015 2016

7-9 10-12 1-3 4-6 7-9 10-12 1-3 4-6 7-9

Chamwino

Iringa

GPN: General Procurement Notice (Tender Advertisement) Rev: Review AG: Attorney General C: Contract

Chamwino DC

In FY2015/2016, 8 contracts were selected. After a budget review, this was decreased to 6 contracts,

including 2 contracts for LBT works. Since each of the contract amounts for the LBT works is less

than 50,000,000 Tsh, the district can start implementation without AG approval. The LBT works had

ADRICS2014 GPN AG C Rev.

ADRICS2015 GPN

ADRICS2014 GPN AG C

ADRICS2015 GPN

50% Cut Order

50% Cut Order

25

been contracted by the end of January 2016; implementation has started one site, while the other is in

preparation due to rain fall. 4 contracts for EBT works are still in waiting for AG approval.

Iringa DC

In December 2015, Iringa DC conducted tendering. At the end of January 2016, evaluation was carried

out. Iringa DC also decreased the numbers of selected works after budget review. Currently, all the

selected work is for EBT. LBT works will take place in the second phase of the procurement. LBT

pilot projects in the second phase will be estimated at 150,000,000 Tsh, which is required to get AG

approval. The implementation of LBT works in Iringa will start by May 2016.

          

 

Starting point for LBT in Iringa DC 2 Pipe culverts are planned to set 

         

 

Road surface flushed away due to lack of ditch  Road condition is good where a ditch is designed

         

 

LBT works will be started after the cultivation Tender advertizament of Iringa DC 

Figure2-17 Kitayawa-Wangama Road (Iringa DC, LBT pilot site)

26

2.4 Progress and Achievement for Output-3

The practical skills and knowledge of responsible organizations on rural road maintenance are

improved through the LBT application in the model districts.

【Activity3-1】Select pilot projects in the model districts from the annual rural road

maintenance plan.

The Pilot Projects (hereafter referred to as PP) were selected after the inventory survey conducted in

FY 2013/2014 and 2014/2015. The criteria for the selection are as follows:

Criteria for the selection of PP

(1) Maintenance works by LBT.

(2) Periodic maintenance works is preferable, rather than routine maintenance works or spot

improvement works.

(3) Approved maintenance work projects by budget of Road Fund Board.

(4) Road section within needs of variety of maintenance activities including road formation, drainage

and concrete works.

Selection of Pilot Site FY2013/2014

(1) Chamwino DC:

Based on the above criteria, pilot site was selected at the eastern side of Chamwino district in

Dodoma Region along Handali – Chanhumba – Igandu Road with a total length of 26.8 km.

The maintained stretch was 7km in length.

(2) Iringa DC:

Based on the selection criteria, the location of a pilot site was selected at the south-west side

of Iringa district in Iringa Region along Wenda-Mgama Road with a total length of 20 km.

9km by LBT and the remainder by EBT.

Figure2-18 Location of the Pilot Project in FY 2013/2014 (Right: Chamwino DC, Left: Iringa DC)

27

Selection of Pilot Site FY2014/2015

(1) Chamwino DC:

Project-1：Nkwenda – Nhinhi – Wiliko – Mlowa bwawani – Mlodaa 34km

Maintained length 2.5km by LBT

Project-2： Haneti – Humekwa 18.2 Km

Maintained length 2.5km by LBT

Figure2-19 Location of the Pilot Project in Chamwino DC FY2014/2015

(2) Iringa DC:

Makombe-Magunga LBT 10km, LOT-II, LOT-III, LOT-IV, LOT-V 2.5km each Rehabilitation

Figure2-20 Location of the Pilot Project in Iringa DC FY2014/2015

【Activity3-2】Formulate work plans of the pilot projects.

The Project assisted the engineers and technicians in the model districts during in the Pilot Projects

accordingly to the Operational Guidelines. The outlines of the selected Pilot Projects are shown below.

28

Table 2-13 Outline of the work plan of the Pilot Projects   Chamwino DC    Iringa DC   

FY 2013/2014  FY 2014/2015  FY2015/2016  FY 2013/2014  FY 2014/2015 

Name of roads   

Handali‐Chanhumba ‐Igandu‐Ngahelezi 

Nhihi‐NkwendaHaneti‐ Humekwa

Nagulomwitika‐Hazi‐ 

Manda‐Ilangali Chinangali 

II‐Mlebe‐Mnase‐Mgunga

Wenda‐Mgama  Magunga ‐Makombe

Road Class Feeder Road  Feeder Road  District Road 

Feeder Road District Road  District Road 

Maintenance type 

Routine  Routine  Routine/Spot  Periodic  Rehabilitation 

Length EBT/LBT 

7km  2.5km LBT 2.5km LBT 

2km LBT 

1.5km LBT  

Lot‐1: 10km EBT Lot‐2: 3km LBT Lot‐3: 3km LBT Lot‐4: 3km LBT 

Lot‐1: 9.2km EBT Lot‐2: 2.5km LBT Lot‐3: 2.5km LBT Lot‐4: 2.5km LBT Lot‐5: 2.5km LBT 

Cost   

167,280,000 Tsh  42,545,000 Tsh 39,368,260 Tsh41,093,500 Tsh

LOT‐2：  44,937,500Tsh 

LOT‐3：45,059,000Tsh LOT‐4:    42,377,000Tsh 

Lot‐2: 49,600,000TshLot‐3: 50,012,500Tsh Lot‐4: 50,200,000Tsh Lot‐5: 53,506,500Tsh 

【Activity3-3】Assist district engineers and technicians in the model districts to procure

contractors and supervise the pilot projects based on the work plans.

RMSD provided technical assistance on site. The Expert supported the soil test and the structural

design for the rehabilitation of the bridge which was damaged by the flood in Iringa DC. It was

planned to strengthen the river-bed to prevent flushing away, and the repair of the pier and

superstructure were implemented. The district engineer contributed his efforts to the rehabilitation, and

the DE himself conducted the designing of the superstructure, the soil test and the stability of the

sub-structure of the bridge. The rehabilitation work was started in July 2013 and completed in

December 2013.

Figure2-21 Before and After the rehabilitation of bridge in Iringa DC

29

The findings from the pilot project are as follows.

(1) LBT project costs were deliberately high for the pilot project in Chamwino while the cost of

road construction by LBT in Iringa DC was less compared with EBT. LGAs are recommended

to select the appropriate method to deploy.

(2) Some emergency works was necessary for the pilot project after the rain season.

(3) More culverts are still required for the pilot project.

(4) Needs to capacitate the engineers and technicians for the drawing and design of the structure.

(5) Needs to develop contract documents specified for the LBT works.

(6) Needs to shift the financial year for the Road Fund

(7) Needs to implement LBT works in the appropriate time. LBT road works should be

implemented soon after the rain season.

(8) LBT works contribute to increased employment in the community. LBT works also generate

ownership in the community.

(9) The quality of LBT works should be equal to that of EBT works, if the monitoring and

supervision are appropriate.

(10) LBT works are more environmentally friendly than EBT works.

(11) LBT works should be used in areas with lack of heavy equipment.

(12) LBT works are less dependent on fuel fluctuation.

(13) The use of LBT works in the periodic maintenance should be considered.

 

 

 

 

 

 

 

 

EBT‐Site 1:    Before  EBT‐Site 1:    After 

 

 

 

 

 

 

 

 

EBT Site‐2:      Before  EBT Site‐2:      After 

30

LBT Site‐1:    Before  LBT Site‐1:    After 

Figure 2-22 Before and After of the PP in Iringa DC

【Activity3-4】Provide consultations on the operation of the pilot projects for the district

engineers and technicians, contractors, etc. through ATTI.

ATTI acquires full of experience in LBT works as a training institution. The Project proposed to

PMO-RALG to utilize the techniques of ATTI in practice in the model districts. ATTI provided the

technical supervision in the Pilot Projects in Chamwino DC from November 2014 to January 2015,

and in Iringa DC in March 2015. As a result, it was difficult to realize the technical inputs from ATTI

for the model districts. That is because; 1) the assignment period has been too short, and 2) local

contractors depended on their own experience rather than the consultation by ATTI.

【Activity3-5】Promote PR activities on rural road maintenance through the pilot projects.

【PR Brochure】

A PR brochure on the pilot project was developed and distributed occasionally such as at the JCC-3,

stakeholder meeting in Arusha.

【LBT PR Video】

A documentary video of the pilot project in Chamwino DC was produced in 2015. The video lasting

15 minutes, consisted an interview with the district engineer in Chamwino DC and the community, the

implementation, the supervision etc. The video was aired on TV nationally and also provided at the

stakeholders’ meeting in Arusha in August 2015.

LBT PR Video Airing on TV

Title: The Project for Improvement of District Road

Air Time: 21-July-2015 from 19:00 pm to 19:15 pm

22-July-2015 from 9:00 am to 9:15 am

Broadcast Media: Star TV

31

【PR at the Regional Road Board Meeting】

The Project had an opportunity to promote PR activities in the regional Road

Board Meeting in Dodoma. The Project presented the activities of AMTC to

all the districts directors, engineers, councilors, and the Regional

Administrative Secretaries, engineers and MPs within the Dodoma Region on

17 February 2015.

【Activity3-6】Document the process, experiences, outcomes, and lessons learned of the pilot

projects.

The Project summarized the feedback from the pilot projects in the model districts in August 2015.

DEs in the model districts presented the good practice and challenges, while RSEs presented the

lessons learned from the monitoring activities. The findings on using the Operational Guidelines are

summarized as “Before and After, Challenges”.

Table 2-14 Before and After, Challenges of the Operational Guidelines in practice

Wok Stage  In Charge  Before  After  Challenge 

PLANNING 

1. Annual District Inventory and Condition Survey (ADRICS) 

LGAs  Data was Processed Manually   Vehicle Odometer Calibration was not applied 

Start utilizing GPS for the actual Distance Data was processed in Excel Format Vehicle Odometer Calibration was applied

A cost effective way of assessing traffic volume with limited resources. Category of Low Volume Traffic Date per Day shall be reconsidered   A road network map or diagram shall be available in all the districts. 

RSE  No guidelines to assist monitoring 

Standardized Guidelines for Monitoring 

PMO‐RALG  Lack of reflection to Mapping, appropriate Network 

  

2. Processing inventory data 

LGAs  Data was Processed Manually   

Data was processed in Excel Format, attached in Annex 

A system of transferring data from the inventory data to DROMAS.   

3. Annual Plan  LGAs  Annual Plan was not accurate due to possible errors in ADRICS and   budgeting forms.     

Compile annual data to Annual Plan Efficiency has been improved for the preparation

More simplified format. 

4. Mid‐Long Term Plan 

LGAs  There was no mid‐long Term Plan in LGAs 

Detailed category evaluation data are included in the mid‐to‐long term plan.   

Implementation of the mid‐to‐long term plan.   Technical difficulties of planning because the types of surface. 

5. Prioritization of maintenance works 

LGAs  There was a Prioritization Concept in DROMAS; however it did not function well. 

Prioritization became more rational with the mid‐to long term plan 

Convincing politician on prioritization.    Consensus building mechanism 

32

6. Specific Policy Issues 

LGAs  Issue of Gender, HIV/AIDS, Environment were not Addressed Enough 

Specific Policy Issues are emphasized in the Guidelines 

Need More Commitment for the Specific Policy 

PROCUREMENT 

1. Procurement plan/procedure 

RFB  Procedures were available in the Public Procurement Act and its amendment and its regulations.      Not complied to the Act. 

The OG emphasizes compliance with the Act and regulations. 

Contract vetting to attorney general delays the procurement cycle. The process requires more resources.   Registration of power of attorney. 

2. Specifications  MoW  The specifications cannot be attached to the contract. Technical manuals are available. 

  No LBT specifications.    EBT spec cannot be transformed o LBT. Preparation of simplified specifications that can be attached to the contract and tender documents. 

3. Tender Document  PMU/DE Office 

   no change  No LBT specifications.    EBT spec cannot be transformed o LBT. Preparation of simplified specifications that can be attached to the contract and tender documents. 

4. Contract Document 

PMU/DE Office 

PPRA  PPRA document was specified. 

No LBT specifications.    EBT spec cannot be transformed o LBT. Preparation of simplified specifications that can be attached to the contract and tender documents. 

IMPLEMENTATION 

1. Quality Assurance  LGAs  Not standardized.  Form 17 is included.  There may some more forms to be prepared.    Use of the forms need to be explained.     

2. Supervising the Work Progress 

LGAs  Not standardized.  Form 16 is included.  A contractor management system or procedure needs to be developed. 

3 Monitoring  LGAs  No form.  No form.  Monitoring Form 7 needs to shall be included.     

MONITORING 

Monitoring and Evaluation 

RSE  Not systematic, ad hoc No guideline; no procedure.    No training in the process of monitoring. 

A monitoring plan is developed.    A guideline and procedure were developed. Training is included in the process of monitoring. 

Evaluation shall be conducted at the end of the financial year separately. 

33

2.5 Progress and Achievement for Output-4

The dissemination mechanism for rural road maintenance approach within the respective

regions is established.

【Activity4-1】Organize sensitization workshops on rural road maintenance for the other LGAs

in the respective regions in collaboration with the RS engineers.

The Project convened the workshops to select dissemination districts in 2014. The dissemination

districts are selected with the criteria mentioned in Activity 4-2 as Kondoa DC in Dodoma region, and

Mufindi DC in Iringa region. In the workshops, RSEs and DEs in the model districts explained the

project outlines and the mechanism of the dissemination. By November 2014, Annual Monitoring and

Training Cycle (referred to as “AMTC”) were developed as the technical transfer tools to disseminate

the project outputs.

Figure 2-23 Topic and cycle of AMTC

Table 2-15 AMTC Operation in the Project

Date  Topic  Person in Charge  Place

AMTC in Dodoma Region 

14‐Nov‐2014  AMTC as dissemination system 

Mid‐Long Term Plan 

Dodoma RSE/RMSD 

Chamwino DE

Kondoa 

DC

4‐Feb‐2015  Budgeting/Annual Plan 

Quarterly Progress report 

Operational Guidelines Chapter 1&2

Chamwino engineer/technician 

Dodoma RSE/Chamwino technician 

Dodoma RSE

Kondoa 

DC 

1‐Sep‐2015  Procurement, Bidding & Contract document 

Guidelines; Planning & Implementation 

Implementation 

Inventory, Practical use of GPS  for  inventory, 

Processing GPS data, Mapping 

Kondoa DE 

Dodoma RSE 

Chamwino DE 

Chamwino engineer/technician 

Chamwio engineer/technician 

Kondoa 

DC 

27‐Nov‐2015  Inventory,  GPS  use  for  Inventory,  Data 

Processing, Mapping   

Guidelines; Planning 

Planning and Budgeting 

Annual, mid‐‐Long Term Plan, Prioritization

Kondoa DE 

Kondoa DE 

Dodoma RSE assistant 

Chamwino DE 

Chamwino engineer/technician 

Kondoa 

DC 

18‐Jan‐2016  Planning and Budgeting 

Annual, mid‐‐Long Term Plan, Prioritization 

Guidelines; Procurement 

Procurement, Tendering, Contract Document

Kondoa DE 

Kondoa DE 

Dodoma RSE assistant 

Chamwino DE

Kondoa 

DC 

PresentationDisseminated 

District

Workshop

Model District

First Quarter(July ‐ Sep)

Second Quarter(Oct ‐ Dec)

Third Quarter(Jan ‐Mar)

Fourth Quarter(Apr ‐ June)

Bidding DocumentationSupervision/Quality 

Management

ADRICSInventory SurveyMapping (GPS)

ADRICSInventory SurveyMapping (GPS)

Mid and Long term plan Annual plan, Prioritization

Mid and Long term plan Annual plan, Prioritization

Contract ManagementLBT Application

Contract ManagementLBT Application

Bidding DocumentationSupervision/Quality 

Management

34

AMTC in Iringa Region 

4‐Dec‐2014  AMTC as dissemination system 

Mid‐Long Term Plan 

Iringa RSE/RMSD 

Iringa DE

Mufindi 

DC

4‐Mar‐2015  Budgeting/Annual Plan 

Quarterly Progress report 

Guidelines Chapter 1&2 

Iringa engineer/technician 

Iringa RSE/Iringa engineer 

Iringa RSE

Mufindi 

DC 

9‐Sep‐2015  Procurement, Bidding & Contract document 

Guidelines; Planning & Implementation 

Implementation 

Inventory, Practical use of GPS  for  inventory, 

Processing the GPS data, Mapping 

Mufindi DE 

Iringa RSE 

Iringa DE 

Iringa engineer/technician 

Iringa engineer/technician 

Mufindi 

DC 

4‐Dec‐2015  Inventory,  GPS  use  for  Inventory,  Data 

Processing, Mapping   

Guidelines; Planning 

Planning and Budgeting 

Annual, mid‐‐Long Term Plan, Prioritization

Mufindi DE 

Mufindi DE 

Iringa RSE assistant 

Iringa DE 

Iringa engineer/technician 

Mufindi 

DC 

15‐Jan‐2016  Planning and Budgeting 

Annual, Mid‐‐Long Term Plan, Prioritization 

Guidelines; Procurement 

Procurement, Tendering, Contract Document

Mufindi DE 

Mufindi DE 

Iringa RSE assistant 

Iringa engineer

Mufindi 

DC 

Figure2-24 Photos of AMTC in Mufindi DC and Kondoa DC

Lessons Learned from the AMTC

The lessons learned from the operation of AMTC are as follows.

1) Need to strengthen the organizational structure of RSEs

AMTC is designed to operate within the scope of the RSEs monitoring cycle, i.e. quarterly basis. It is

because a commitment from the RSEs is essential to the AMTC. However, most of the RSEs are too

busy as they cover the whole area of rural road activities in the regions. They are normally overworked

due to insufficient number of personnel. In order to operate AMTC in a sustainable way, strengthening

of the organizational structure of RSEs is required.

2) Need to ensure the appropriate time for the operation

AMTC aims to monitor and confirm the current work procedure, and to prepare for the coming work

stage in the districts. In the project trial, RSEs could not arrange their time for AMTC on some

occasion. It is required to operate AMTC at the appropriate time to adjust the practical work procedure

in the LGAs.

35

3) Need to secure sufficient budget for the model districts

Within the project period, the Project had a responsibility for the operation of AMTC, i.e. allowance

and transport costs for the model districts. For the continuous operation of AMTC, PMO-RALG is

required to secure sufficient budget for the model districts.

4) Need to produce the practical materials for AMTC

The materials used for AMTC is the Operational Guidelines. The experts of the Project also produced

the technical manuals for the model districts that are used in the instruction. The model districts are

expected to transfer their lessons learned to the disseminated districts. PMO-RALG is required to

encourage the model districts to produce the practical materials based on their experience for AMTC.

【Activity4-2】Select a LGA to be disseminated in the respective regions.

The Project defined indicators to select the disseminated districts as follows.

a. Availability of local-based Contractors, sufficient number of qualified staff with LBT

training

b. Lack of heavy equipment, difficulty to hire or lease

c. Lack of support from the Development Partners

d. Willingness to work in the Project, experience of rural participatory approach

e. Relationship with JICA (Japan Overseas Cooperation Volunteers)

Dodoma region

Dodoma region has 7 Councils (as of May 2014); Dodoma MC, Chamwino DC, Kondoa DC,

Mpwapwa DC, Kongwa DC, Chemba DC and Bahi DC. According to the criteria for the disseminated

district, Kondoa DC is selected.

Iringa region

Iringa region has 4 Councils (as of May 2014); Iringa MC, Iringa DC, Kilolo DC and Mufindi DC.

Mufindi DC is selected for the disseminated district, according to the criteria.

【Activity4-3】Assist the LGAs selected in the respective regions to promote rural road

maintenance based on the guidelines with the full commitments of RS engineers

The Project supports operation of AMTC as mentioned in Activity4-1.

【Activity4-4】Monitor the rural road maintenance promoted by the LGAs in the respective

regions.

36

The Project monitored the progress of the road works in the disseminated districts as follows.

Table 2-16 The Procedure of the Road Works in the Disseminated Districts

2014 2015 2016

7-9 10-12 1-3 4-6 7-9 10-12 1-3 4-6 7-9

Kondoa

Mufindi

GPN: General Procurement Notice (Tender Advertisement) Rev: Review, AG: Attorney General, C: Contract

Kondoa DC

ADRICS-2014 was conducted from September to December 2014. In 2015, the Project provided

technical training for GPS/GIS utilization for the inventory survey. It contributed to Kondoa DC ‘s

execution of ADRICS-2015 by utilizing GIS.

            

 

Starting point for LBT in Kondoa DC Intervew by the expert 

         

 

The first river with drift structire    Second river, inpassable in rainy season

Figure2-25 Unkuku-Loo-Kalamba Road, Pilot Site in Kondoa DC

ADRICS2014

GPN AG C

GPN

ADRICS2015

ADRICS2014

ADRICS2015 GPN

GIS Training2 GIS

GIS Training2 GIS

(Previous Method)

(Previous Method)

50% Cut Order GPN

AG

C

50% Cut Order

37

Mufindi DC

Mufindi DC has been divided into Mufindi Town Council (TC) and Mufindi District in 2016. The

disseminated district remains as Mufindi DC. The engineers and technicians were also divided into

two. Both Mufindi TC and Mufindi DC have insufficient numbers of engineers. This caused further

delay in the submission of the district budget request to PMO-RALG. If at the end of January 2016,

the district budget is not yet approved by PMO-RALG, then the tendering procedure will be delayed to

July 2016.

【Activity4-5】Feedback the monitoring results into the guidelines.

The late disbursement of the budget caused the delay of the road work procedure in the disseminated

districts. RSEs continuously monitor the progress of road works in the disseminated districts, but it

shall be impossible to reflect lessons learned from the pilot site in the disseminated districts by the

completion of the Project. PMO-RALG is required to reflect the feedback to the Operational

Guidelines after the project period.

2.6 LBT Equipment Management

【LBT Equipment Leasing System】

2.6.1. Outline of Equipment Leasing Plan

(1) Leasing Estimation (Outline of Annual Leasing Budget Plan)

The equipment leasing system, which is in its second year, is reviewed in terms of its achievement

against its plan, as there are some differences between the original plan and the results. The outline of

the original leasing plan (made in 2012/13) is as follows.

Table2-17 Chamwino DC Annual Leasing Budget Plan

Table2-18 Iringa DC Annual Leasing Budget Plan

abc

de

Tractor + Tow GraderTractor +WaterBowser+Pump

Pedistrian Roller Plate Compactor Water Pump Total

Yealy Income a*b 9,000,000 7,500,000 7,500,000 2,000,000 900,000 26,900,000

Hiring Rate Tsh. 300,000 250,000 150,000 50,000 30,000Yealy Hir. Days days 30 30 50 40 30 180

1.715,811 4,506,787884,189 22,393,213

Average Mait. Ratio % 2.7 2.7+1.7Maintenance Cost Tsh. 1,672,380

2.8 1.71,771,810 832,278 214,508

Fiscal Income c-d 7,327,620 5,728,190 6,667,722 1,785,492

The yearly leasing days was estimated based on the premises that the construction estimates (BOQ),

abc

de

Average Mait. Ratio % 2.7 * 2.7 1.7 1.7Maintenance Cost Tsh. 3,344,760 4,500,000 832,278 214,508 15,811 8,907,357

9,692,643Fiscal Income c-d 2,655,240 2,300,000 3,167,722 785,492 784,189

Hiring Rate Tsh. 200,000 170,000 100,000 25,000 20,000Yealy Hir. Days days 30 40 40 40 40 190

4,000,000 1,000,000 800,000 18,600,000Yealy Income a*b 6,000,000 6,800,000

Tractor + Tow Grader Water Bowser+Pump Pedistrian Roller Plate Compactor Water Pump Total

38

the equipment cost (about 20 to 30% in the LBT annual budget) regarding construction budget, and the

hiring from private finance are zero.

The equipment leasing price was determined using the prices of private leasing companies and

experiences of LBT construction contractors(the estimated prices in Iringa district were high because

the quotation of private leasing companies were higher than in Chamwino district due to equipment

shortage in Iringa district).

The estimated revenue was calculated based on the equipment leasing cost in consideration of the

maintenance and administration cost.

For the water tank cars in Chamwino district, the maintenance and administration cost was estimated

to be higher as existing equipment was used. For the equipment maintenance, a guideline (details of

equipment, own spare parts, management form, routine inspection form, contract, etc.) was prepared

for the administration (see details of the report of 2012/13)

(2) Leasing Prices

The leasing price transition was as follows. The prices in each district have been changed and

amended as appropriate by considering the prices of private leasing companies and the current

situation (difficulty of procurement, transportation cost, etc.) of construction contractors. For Iringa

district, whose prices have been pointed out to be higher than those of private companies, the prices

were amended as of 07/2015.

Table 2-19 Leasing Price Transition (Chamwino DC) Table 2-20 Leasing Price Transition (Iringa DC)

2.6.2. Comparison of Achievement with Plan in 2013/14, 14/15

(1) Leasing Achievement (Degree of Attainment in Leasing Revenues)

The leasing revenues were largely lower than the estimates in each district due to the delay of

equipment delivery and inexperience in LBT construction management (Chamwino district 25.7%,

Iringa district 38.5%). However, the leasing revenues dramatically increased in each district because in

the second year the use of equipment in construction was more strictly required, the equipment leasing

service had become more popular among the construction contractors, and leasing by

Equipment-based Technology (EBT) contractors has started (Chamwino district 126.6% compared

with estimation. 492.8% compared with previous year, Iringa district 46% and 124.7%, respectively).

Plate Compactor 25,000 30,000 25,000 30,000Water Pump 20,000 25,000

Planned 14/7～ 15/7～LBT Private LBT Private LBT Private

Tractor 150,000 17,000 120,000 120,000Pedestrian Roller 150,000 17,000 100,000 120,000

Same as 14

20,000 25,000

Water Tank 110,000 150,000 150,000 170,000Towed Grader 60,000 100,000

50,000Water Pump 20,000 25,000 20,000 25,000 30,000 40,000Plate Compactor 25,000 30,000 25,000 30,000 30,000

120,000Pedestrian Roller 150,000 17,000 100,000 120,000 100,000 120,000Tractor 150,000 17,000 120,000 120,000 120,000

150,000Towed Grader 60,000 100,000 60,000Water Tank 110,000 150,000 150,000 170,000 130,000

Planned 14/7～ 15/7～LBT Private LBT Private LBT Private

39

Table 2-21 Result &Target Comparison in Chamwino DC Table2-22 Result &Target Comparison in Chamwino DC.

The total achievements in the two years, with the maintenance and administration cost deducted, was

68% in Chamwino district and 43% in Iringa district compared with the estimated amount in the plan,

because there was not much use of tow graders for levelling off the final road surface, which affects

the finishing of constructions, and the use frequency of the equipment was low in terms of

construction scales.

Table 2-23 2 Years Income Comparison

(Chamwino DC)

Table2-24 2 Years Comparison (Iringa DC)

For future improvement, the on-site management by the district technical staff and the equipment use

instruction of BOQ should be reinforced. The degrees of attainment for vibrating rollers and water

tank cars, which are equipment necessary for the road bed construction that accounts for the main part

of the constructions, are 70% or higher.

(2) Degree of Attainment in Leasing Period (Days)

The achievements in both districts were 38% against target leasing periods. At first, the estimation was

worked out on the premise that the equipment would be leased to individual contractors. However, the

contract was such that a plurality of contractors was assigned to the construction of the same road.

Therefore, the equipment could be shared among the plurality of contractors. Due to mishandling by

BOQ (the usage of the necessary equipment, especially tow graders, was not limited), the achievement

was greatly smaller than the plan, but the achievement as to the water tank cars was slightly less than

70% or more in both districts due to the large capacities of the cars and low prices compared with

market prices, while about 40% of the achievement in Chamwino district were those by EBT

(Equipment based technology) contractors.

(Tsh.)

Plate Compactor 330,000 0 330,000Water Pump 60,000 140,000 200,000

14,760,000CPY(%)

Total 2,490,000 12,270,000492.8

CT(%) 25.7 126.6

Water Bowser 1,020,000 8,840,000 9,860,000

Tractor/Towed Grader 0 0 0Pedestrian Roller 1,080,000 3,290,000 4,370,000

2013/14 2014/15(May) Total

(Tsh.)2013/14 2014/15(May) 計

50,000 600,000Water Pump

Tractor/Towed Grader 300,000 0 300,000Pedestrian Roller 5,520,000 2,700,000 8,220,000Tractor/water Bowser 2,250,000 8,000,000 10,250,000Plate Compactor 550,000

Total 8,620,000 10,750,000 19,370,000CPY(%)CT(%) 38.5 48.0

124.7

(Tsh.)

4,370,000 69.0W/Tank ・Pump 6,168,378 8,972,000 145.5Plate Compactor 1,570,858 330,000 21.0

5,310,480 0 0.0Ped. Roller 6,335,444

Others 0 -480,000Total 19,385,160 13,192,000 68.1

Target(2yer.)Hire Amount(excl.maintenance cost)

Acmp.(%)

Tractor/ Towed Grader

(Tsh.)

Tractor/ Towed Grader

74.8Plate Compactor 3,570,984 600,000 16.8

Total 43,018,048 18,504,200

14,655,240 300,000 2.0Ped. Roller 11,456,380 7,630,200 66.6

43.0

13,335,444 9,974,000W ・Tank /Pump/Tractor

Target(2yer.)Hire Amount(excl.maintenance cost)

Acmp.(%)

40

Table2-25 Leasing Period/Days (Chamwino DC) Table2-26 Leasing Period/Days (Iringa DC)

(3) Achievements in Equipment Maintenance

The increase in expense in Chamwino district was the result of non-use of the tow graders (causing no

maintenance and administration cost), the use of existing water bowser, while, for the other equipment,

the initial spare parts was utilized and the periods they were used were short. For the achievement in

Iringa district, it is deduced that, as described above, the use frequencies for tractors (for towing water

bowser) and vibrating rollers were high.

Table2-27 Maintenance Cost (Chamwino DC) Table2-28 Maintenance Cost (Iringa DC)

(4) Expense for Depreciation

The depreciation rate for the purchase values in Chamwino district was 7.4% including the initial

expenses (spare parts, transportation, training cost etc.), and 8.2 % excluding the initial expenses. The

depreciation period is 13 to 14 years if it is simply based on the depreciation rate. This is substantially

reasonable compared with the statutory depreciation period of 12 year for machinery. For Iringa

district, the depreciation rates are 8.6% and 9.4%, respectively, which are similar to the statutory

depreciation period as well (11 to 12 years). Note that these figures are simple comparisons of the

figures in last 2 years and the later mid/long-term prediction shows different results.

Table2-29 Expense for depreciation including initial cost (Chamwino DC)

Targeted Days(2yr.)

2014/15 (～May) 0 26 59 0 85Total 0 35 68 11 114

Accomp.(%) 0.0 43.8 85.0 13.8 38.0

Equipment Tractor/TowedGrader

Ped. RollerW・Tank/(Pump)

PlateCompactor

TotalYear

60 80 80 80 3002013/14 0 9 9 11 29

Targeted Days(2yr.)2013/14

2014/15 (～May)

Equipment

Year

Tractor/TowedGrader

Ped. RollerW・Tank

/Pump/Tractor

PlateCompactor

Total

TotalAccomp.(8%)

2

100421860

60.0

609

3241

68.3

6020

15.0

3006451

11538.3

112

8011

3.3

(Tsh.)

2014/15Total 480,0000

200,000280,000

00

Total

650,000918,000

1,568,000

Tractor

000

TowedGrader

WaterBowser/Pump

Ped. RollerPlate

CompactorOthers

000

450,000638,000

1,088,000

000

2013/14

(Tsh.)

2013/14 12,000 0 120,000 0 132,000

TowedGrader

Ped. RollerPlate

CompactorTotal

2014/15 264,000 0 469,800 0 743,800

W・Tank/Pump/Tractor

Total 276,000 0 589,800 0 865,800

EquipmetCost

Equipmet Cost①

ResidualValue②

DepreciationValue3

（①－②）Income④

Maintenance＆Other Cost⑤

Net Income⑥（④－⑤）

DepreciationRatio（⑥/

③）Unit US＄ Tsh Tsh Tsh Tsh Tsh Tsh %

Tractor 76,000 138,320,000 13,832,000 124,488,000Towed Grader 0*1 0 0 0Pedestrain Roller 18,500 33,670,000 3,367,000 30,303,000 4,370,000 0 4,370,000 14.4Water Bowser 0 0 0 0Water Pump 500 910,000 91,000 819,000Plate Compactor 6,900 12,558,000 1,255,800 11,302,200 330,000 0 330,000 2.9Others(Initial parts, transit cost 10,800 19,656,000 1,965,600 17,690,400 480,000

Total 112,700 205,114,000 20,511,400 184,602,600 14,760,000 1,568,000 13,672,000 7.4

*

7.2

0

10,060,000

0

1,088,000

0

8,972,000

41

Table2-30 Expense for depreciation excluding initial cost (Chamwino DC)

EquipmentCost

EquipmentCost①

Residualvalue②

DepreciationValue③(①-②)

Income④Maintenance& Other cost

⑤

Net Income⑥(④-⑤)

Depreciation Ratio

(⑥/③)

Unit US$ Tsh.*2 Tsh. Tsh. Tsh. Tsh. Tsh. %Tractor 76,000 138,320,000 13,832,000 124,488,000

0 0 0 *Towed Grader 0*1 0 0 0Pedestrian Roller 18,500 33,670,000 3,367,000 30,303,000 4,370,000 0 4,370,000 14.4Water Bowser 0 0 0

10,060,000 1,088,000 8,972,000 7.2Water Pump 500 910,000 91,000 819,000Plate Compactor 6,900 12,558,000 1,255,800 11,302,200 330,000 0 330,000 2.9Othehs(Intial part ,transp 10,800 0 480,000

Total 112,700 185,458,000 18,545,800 166,912,200 14,760,000 1,568,000 13,672,000 8.2

Table2-31 Expense for depreciation including initial cost (Iringa DC)

Table2-32 Expense for depreciation excluding initial cost (Iringa DC)

Tractor 76,000 138,320,000 13,832,000 124,488,000300,000 0 300,000 *

Towed Grader 0*1 0 0 0

EquipmentCost

EquipmentCost

Residual valueDepreciation

ValueIncome

Maintenance& Other cost

Net IncomeDepreciation Ratio

Unit US$ Tsh.*2 Tsh. Tsh. Tsh. Tsh. Tsh. %

Total 130,700 237,874,000 23,787,400 196,396,200 19,370,000 865,800 18,504,200 9.4

Pedestrian Roller 18,500 33,670,000 3,367,000 30,303,000 8,220,000 589,800 7,630,200 25.229,484,000

10,250,000 276,000 9,974,000 6.6Water Pump 500 910,000 91,000 819,000Water Bowser 18,000 32,760,000 3,276,000

Plate Compactor 6,900 12,558,000 1,255,800 11,302,200 600,000 0 600,000 5.3Othehs(Intial part ,transp 10,800 19,656,000 1,965,600 0

It was instructed to prepare mid/long-term plans without considering the initial expenses, in order to

give priority to the depreciation cost (rate) in these government-funded organizations in which the

concepts of project leasing equipment and depreciation etc. are not highly regarded.

(5) Revenue prediction for next 3 years (average)

The annual leasing period was amended based on the achievements and the experiences of the past

projects (constructions), amending the annual target amounts for the next 3 years. The figures below

are targets for each district, in which the leasing amount for Chamwino district is increased by 31%

from the initial target amount, and the leasing amount for Iringa district is decreased by 44% from the

initial target amount, because the use of tractors is expected in Chamwino district while the LBT

constructions have progressed substantially according to the plan in Iringa district, expecting an

increase in the maintenance and administration cost surpassing the expected increases in leasing prices

EquipmentCost

EquipmentCost

Residual valueDepreciation

ValueIncome

Maintenance& Other cost

Net IncomeDepreciation Ratio

Unit US$ Tsh.*2 Tsh. Tsh. Tsh. Tsh. Tsh. %Tractor 76,000 138,320,000 13,832,000 124,488,000

300,000 0 300,000 *Towed Grader 0*1 0 0 0Pedestrian Roller 18,500 33,670,000 3,367,000 30,303,000 8,220,000 589,800 7,630,200 25.2Water Bowser 18,000 32,760,000 3,276,000 29,484,000

10,250,000 276,000 9,974,000 6.6Water Pump 500 910,000 91,000 819,000Plate Compactor 6,900 12,558,000 1,255,800 11,302,200 600,000 0 600,000 5.3Othehs(Intial part ,transp 10,800 19,656,000 1,965,600 17,690,400

Total 130,700 237,874,000 23,787,400 214,086,600 19,370,000 865,800 18,504,200 8.6

42

etc. Note that these figures are expected values (averages) on a single-year basis, thereby having a

margin of error from the mid/long-term prediction.

Table2-33 Revenue prediction for next 3 years (average, Chamwino DC)

Table2-34 Revenue prediction for next 3 years (average, Iringa DC)

2.6.3. Mid/Long-Term Prediction

Prediction is carried out based on the current equipment for a period of 12 years, which is the useful

life of the equipment. The prediction shows that the maintenance and administration cost rate will

sharply increase compared with the leasing revenue increase rate after 7 years from installation, so that

no dramatic increase in revenue can be expected from then. Moreover, the depreciation rate will be

98.1%, which is slightly closer to the amortized value. The prediction shows that the depreciation rate

in Iringa district after 12 years is similarly 77%, which is far different from amortization, due to

similar reasons as for Chamwino district and the high initial depreciation price (about 30 million

schilling in comparison with Chamino district, for purchase of water bowser).

Table2-35 Mid/Long-Term Prediction without equipment renewal (Chamwino DC)

Table2-36 Mid/Long-Term Prediction without equipment renewal (Iringa DC)

abc

de

Tractor + Tow Grader Water Bowser Pedistrian Roller Plate Compactor Water Pump Total

Hiring Rate Tsh. 220,000 150,000-170,000 100,000-120,000 25,000-30,000 20,000-25,000Yealy Hir. Days Days 15 50 40 10 20 135Yealy Income(AV) a*b 3,300,000 8,000,000 4,400,000 275,000 450,000 16,425,000Average Mait. Ratio % 1.0 * 2.0 1.7 1.7Maintenance Cost Tsh. 1,244,880 1,500,000 818,181 192,137 9,828 3,765,026Fiscal Income c-d 2,055,120 6,500,000 3,581,819 82,863 440,172 12,659,974

abc

de

Water Pump

30,00010

300,0001.7

9,828290,172

Total

13017,000,000

4,499,25812,500,742

Tractor + Tow GraderTractor +WaterBowser+Pump

Pedistrian Roller

Hiring Rate Tsh. 180,000 250,000 100,000Days 20 30 50

Plate Compactor

30,00020

Average Mait. Ratio % 2.7 2.7+1.7 2.7Yealy Income a*b 3,600,000 7,500,000 5,000,000 600,000

1.7Maintenance Cost Tsh. 1,680,588 1,798,524 818,181

Yealy Hir. Days

Fiscal Income c-d 1,919,412 5,701,476 4,181,819192,137407,863

1 (2013/14) 2 (2014/15) 3 (2015/16) 4 (2016/17) 5 (2017/18) 6 (2018/19) 7 (2019/20) 8(2020/21) 9 (2021/22) 10 (2022/23) 11 (2023/24) 12 (2024/25)166,912,200 166,912,200 166,912,200 166,912,200 166,912,200 166,912,200 166,912,200 166,912,200 166,912,200 166,912,200 166,912,200 166,912,200

2,490,000 12,270,000 14,724,000 18,405,000 22,086,000 25,398,900 27,938,790 29,894,505 31,389,231 32,958,692 33,947,453 34,965,876

492.8 20.0 25.0 20.0 15.0 10.0 7.0 5.0 5.0 3.0 3.0

650,000 918,000 2,503,683 5,007,366 8,345,610 11,683,854 11,683,854 13,352,976 16,691,220 16,691,220 16,691,220 20,029,464

0.4 0.5 1.5 3.0 5.0 7.0 7.0 8.0 10.0 10.0 10.0 12.0

2,490,000 12,270,000 12,220,317 13,397,634 13,740,390 13,715,046 16,254,936 16,541,529 14,698,011 16,267,472 17,256,233 14,936,412

14,760,000 26,980,317 40,377,951 54,118,341 67,833,387 84,088,323 100,629,852 115,327,863 131,595,335 148,851,568 163,787,980

13,909,350 13,909,350 13,909,350 13,909,350 13,909,350 13,909,350 13,909,350 13,909,350 13,909,350 13,909,350 13,909,350 13,909,350

13,909,350 27,818,700 41,728,050 55,637,400 69,546,750 83,456,100 97,365,450 111,274,800 125,184,150 139,093,500 153,002,850 166,912,200-11,419,350 -13,058,700 -14,747,733 -15,259,449 -15,428,409 -15,622,713 -13,277,127 -10,644,948 -9,856,287 -7,498,165 -4,151,282 -3,124,220

1.5 7.4 7.3 8.0 8.2 8.2 9.7 9.9 8.8 9.7 10.3 8.98.8 16.2 24.2 32.4 40.6 50.4 60.3 69.1 78.8 89.2 98.1

Total Depreciation cost(Tsh.)Lease Income(Tsh.)Lease Income Increasing Ratio( %,comparison to previous year)Yearly Maintenance Cost(Tsh.)Maintenance Cost ratio to Depreciationcost(%)

Yearly depreciation ratio(%)Total Depreciation ratio(%)

Balance(Tsh. Income - Maintenancecost)Income Accumulation(Tsh.)Yearly Depreciation Cost (Tsh.12 yearequal depreciation)Total depreciation cost(Tsh.)Total balance(Tsh.)

1 (2013/14) 2 (2014/15) 3 (2015/16) 4 (2016/17) 5 (2017/18) 6 (2018/19) 7 (2019/20) 8(2020/21) 9 (2021/22) 10 (2022/23) 11 (2023/24) 12 (2024/25)196,396,200 196,396,200 196,396,200 196,396,200 196,396,200 196,396,200 196,396,200 196,396,200 196,396,200 196,396,200 196,396,200 196,396,200

8,620,000 10,750,000 12,900,000 16,125,000 19,350,000 22,252,500 24,477,750 26,191,193 27,500,752 28,875,790 29,742,063 30,634,325

24.7 20.0 25.0 20.0 15.0 10.0 7.0 5.0 5.0 3.0 3.0

132,000 743,800 1,963,962 2,945,943 3,927,924 4,909,905 5,891,886 9,819,810 13,747,734 17,675,658 19,639,620 23,567,544

0.1 0.4 1.0 1.5 2.0 2.5 3.0 5.0 7.0 9.0 10.0 12.0

8,488,000 10,006,200 10,936,038 13,179,057 15,422,076 17,342,595 18,585,864 16,371,383 13,753,018 11,200,132 10,102,443 7,066,78118,494,200 29,430,238 42,609,295 58,031,371 75,373,966 93,959,830 110,331,213 124,084,231 135,284,362 145,386,806 152,453,587

16,366,350 16,366,350 16,366,350 16,366,350 16,366,350 16,366,350 16,366,350 16,366,350 16,366,350 16,366,350 16,366,350 16,366,350

16,366,350 32,732,700 49,099,050 65,465,400 81,831,750 98,198,100 114,564,450 130,930,800 147,297,150 163,663,500 180,029,850 196,396,200-7,878,350 -14,238,500 -19,668,812 -22,856,105 -23,800,379 -22,824,134 -20,604,620 -20,599,588 -23,212,919 -28,379,138 -34,643,044 -43,942,613

4.3 5.1 5.6 6.7 7.9 8.8 9.5 8.3 7.0 5.7 5.1 3.69.4 15.0 21.7 29.5 38.4 47.8 56.2 63.2 68.9 74.0 77.6

Total Depreciation cost(Tsh.)Lease Income(Tsh.)

Lease Income Increasing Ratio( %,comparison to previous year)

Yearly Maintenance Cost(Tsh.)Maintenance Cost ratio to Depreciationcost(%)Balance(Income - Maintenance cost,Tsh.)Income Accumulation

Yearly Depreciation Cost (Tsh.12 yearequal depreciation)

Total depreciation cost(Tsh.)Total balance(Tsh.)Yearly depreciation ratio(%)Total Depreciation ratio(%)

43

In the case that the renewal of equipment is carried out while the depreciation is in effect, it is

predicted that both the districts will be able to purchase, in the 5th year and the 8th year, respectively,

small-size vibration rollers that are expected to be high in demand. In this case, the increase in the

leasing revenue after the purchase will make it possible to sell the equipment to LBT small contractors,

which is what is tried in this system and leads to the goal of stabilization of business. Similarly, the

district office will become able to reduce the maintenance and administration cost and to stabilize the

supply by equipment renewal. Moreover, the completion of the depreciation of the purchased

equipment (including renewal equipment) in 12 years is a large benefit obtained as result of the

renewal.

Table2-37 Mid/Long-Term Prediction with equipment renewal (Chamwino DC)

Table2-38 Mid/Long-Term Prediction with equipment renewal (Iringa DC)

1 (2013/14) 2 (2014/15) 3 (2015/16) 4 (2016/17) 5 (2017/18) 6 (2018/19) 7 (2019/20) 8(2020/21) 9 (2021/22) 10 (2022/23) 11 (2023/24) 12 (2024/25)196,396,200 196,396,200 196,396,200 196,396,200 196,396,200 193,029,200 193,029,200 193,029,200 193,029,200 193,029,200 193,029,200 193,029,200

42,180,910 42,180,910 42,180,910 42,180,910 42,180,910 42,180,910

49,078,247 49,078,247 49,078,247 49,078,247 49,078,247

196,396,200 196,396,200 196,396,200 196,396,200 238,577,110 235,210,110 235,210,110 284,288,357 284,288,357 284,288,357 242,107,447 242,107,447

3,367,000 5,453,139

2,490,000 12,270,000 14,724,000 18,405,000 23,006,250 27,607,500 31,748,625 39,685,781 47,622,938 54,766,378 60,243,016 64,460,027

492.8 20.0 25.0 25.0 20.0 15.0 25.0 20.0 15.0 10.0 7.0

132,000 743,800 2,945,943 5,891,886 9,819,810 13,512,044 13,512,044 15,442,336 19,302,920 19,302,920 19,302,920 23,163,504

0.1 0.4 1.5 3.0 5.0 7.0 7.0 8.0 10.0 10.0 10.0 12.0

210,905 421,809 632,714 1,265,427 1,265,427 2,109,046

0.5 1.0 1.5 3.0 3.0 5.0

245,391 490,782 736,174 1,472,347 2,453,912

0.5 1.0 1.5 3.0 5.0132,000 743,800 2,945,943 5,891,886 10,030,715 13,933,853 14,144,758 16,953,155 21,059,130 22,148,139 20,775,267 25,617,416

5.3 6.1 20.0 32.0 43.6 50.5 44.6 42.7 44.2 40.4 34.5 39.7

2,358,000 11,526,200 11,778,057 12,513,114 12,975,535 17,040,647 17,603,867 22,732,627 26,563,808 38,071,378 39,467,749 38,842,611

13,884,200 25,662,257 38,175,371 51,150,906 71,558,553 89,162,421 111,895,047 138,458,855 176,530,233 215,997,982 254,840,592

16,366,350 16,366,350 16,366,350 16,366,350 16,366,350 16,085,767 16,085,767 16,085,767 16,085,767 16,085,767 16,085,767 16,085,767

3,515,076 3,515,076 3,515,076 3,515,076 3,515,076 3,515,076 0 0

4,089,854 4,089,854 4,089,854 4,089,854 4,089,854

16,366,350 16,366,350 16,366,350 16,366,350 19,881,426 19,600,843 19,600,843 23,690,696 23,690,696 23,690,696 20,175,621 20,175,62116,366,350 32,732,700 49,099,050 65,465,400 85,346,826 104,947,668 124,548,511 144,149,353 163,750,196 183,351,038 199,436,805 215,522,572

-14,008,350 -18,848,500 -23,436,793 -27,290,029 -81,063,597 -80,256,793 -82,253,768 -79,121,984 -72,159,019 -53,688,483 -30,306,501 -7,549,6571.2 5.9 6.0 6.4 5.4 7.2 7.5 8.0 9.3 13.4 16.3 16.0

7.1 13.1 19.4 24.9 32.1 39.6 47.6 56.9 70.3 86.6 102.71,580 1,990 2,150 2,215 2,303 2,372 2,467 2,541 2,643 2,722 2,831 2,916

25.9 4.0 3.0 4.0 3.0 4.0 3.0 4.0 3.0 4.0 3.0

2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0

Prediction of Exchange Rate(Tsh./US$)

Currency Changing ratio(%)

Prediction of Equipment Price changingRatio(%)

Total depreciation cost(Tsh.)Accumulation of Depreciation cost(Tsh.)

Balance after depreciation (Tsh.)

Yearly Depreciation ratio(%)

Total Depreciation Ratio(%)

Balance(Tsh. Lease income + disposedincome - Maintenance cost)

Income Accumulation(Tsh.)

Yearly Depreciation Cost (Tsh.12 yearequal depreciation)Depreciation Cost for own procuredequipment 1(Tsh.)

Depreciation Cost for own procuredequipment 2(Tsh.)

Maintenance Cost ratio to DepreciationMaintenance Cost for own procuredequipment 1(Tsh.)

Maintenance Cost ratio to DepreciationTotal Maintenance Cost(Tsh.)

Maintenance Cost ratio to Income(%)

Lease Income(Tsh.)Lease Income Increasing Ratio( %,comparison to previous year)Maintenance Cost (tsh. Initial Equipment)

Maintenance Cost ratio to Depreciationcost(%)Maintenance Cost for own procuredequipment 1(Tsh.)

Total Depreciation cost(Tsh.)Depreciation Cost for own procuredequipment ( Tsh. Vibrating Roller 1)

Depreciation Cost for own procuredequipment ( Tsh. Vibrating Roller 2)

Total Depreciation cost(Tsh.)

Diposed equipment Income(tsh. VibratingRoller, remaining value)

1 (2013/14) 2 (2014/15) 3 (2015/16) 4 (2016/17) 5 (2017/18) 6 (2018/19) 7 (2019/20) 8(2020/21) 9 (2021/22) 10 (2022/23) 11 (2023/24) 12 (2024/25)196,396,200 196,396,200 196,396,200 196,396,200 196,396,200 166,093,200 166,093,200 166,093,200 166,093,200 166,093,200 166,093,200 166,093,200

42,180,910 42,180,910 42,180,910 42,180,910 42,180,910 42,180,910

49,078,247 49,078,247 49,078,247 49,078,247 49,078,247

196,396,200 196,396,200 196,396,200 196,396,200 238,577,110 208,274,110 208,274,110 257,352,357 257,352,357 257,352,357 215,171,447 215,171,447

3,367,100 5,453,139

8,620,000 10,750,000 12,900,000 16,125,000 19,350,000 23,220,000 26,703,000 32,043,600 36,850,140 40,535,154 44,588,669 47,709,876

24.7 20.0 25.0 20.0 20.0 15.0 20.0 15.0 10.0 10.0 7.0

132,000 743,800 1,963,962 2,945,943 3,927,924 4,152,330 4,982,796 8,304,660 11,626,524 14,948,388 16,609,320 19,931,184

0.1 0.4 1.0 1.5 2.0 2.5 3.0 5.0 7.0 9.0 10.0 12.0

210,905 421,809 632,714 1,265,427 1,265,427 2,109,046

0.5 1.0 1.5 3.0 3.0 5.0

245,391 490,782 736,174 1,472,347 2,453,912

0.5 1.0 1.5 3.0 5.0

132,000 743,800 1,963,962 2,945,943 4,138,829 4,574,139 5,615,510 9,815,479 13,382,734 17,793,607 18,081,667 22,385,0961.5 6.9 15.2 18.3 21.4 19.7 21.0 30.6 36.3 43.9 40.6 46.9

8,488,000 10,006,200 10,936,038 13,179,057 15,211,171 22,012,961 21,087,490 22,228,121 23,467,406 22,741,547 31,960,141 25,324,780

18,494,200 29,430,238 42,609,295 57,820,466 79,833,427 100,920,918 123,149,039 146,616,445 169,357,992 201,318,133 226,642,913

16,366,350 16,366,350 16,366,350 16,366,350 16,366,350 13,841,100 13,841,100 13,841,100 13,841,100 13,841,100 13,841,100 13,841,100

3,515,076 3,515,076 3,515,076 3,515,076 3,515,076 3,515,076 0 0

4,089,854 4,089,854 4,089,854 4,089,854 4,089,854

16,366,350 16,366,350 16,366,350 16,366,350 19,881,426 17,356,176 17,356,176 21,446,030 21,446,030 21,446,030 17,930,954 17,930,95416,366,350 32,732,700 49,099,050 65,465,400 85,346,826 102,703,002 120,059,178 137,415,353 154,771,529 172,127,705 185,968,805 199,809,905-7,878,350 -14,238,500 -19,668,812 -22,856,105 -27,526,359 -22,869,574 -19,138,260 -14,266,314 -8,155,084 -2,769,713 15,349,328 26,833,008

4.3 5.1 5.6 6.7 6.4 10.6 10.1 8.6 9.1 8.8 14.9 11.89.4 15.0 21.7 28.1 38.6 48.8 57.4 66.5 75.4 90.2 102.0

1,580 1,990 2,150 2,215 2,303 2,372 2,467 2,541 2,643 2,722 2,831 2,91625.9 4.0 3.0 4.0 3.0 4.0 3.0 4.0 3.0 4.0 3.0

2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0

Total Depreciation cost(Tsh.)Depreciation Cost for own procured equipment( Tsh. Vibrating Roller 1)

Depreciation Cost for own procured equipment( Tsh. Vibrating Roller 2)

Total Depreciation cost(Tsh.)

Diposed equipment Income(tsh. VibratingRoller, remaining value)

Lease Income(Tsh.)Lease Income Increasing Ratio( %,comparison to previous year)Maintenance Cost (tsh. Initial Equipment)

Maintenance Cost ratio to Depreciationcost(%)Maintenance Cost for own procured equipment1(Tsh.)

Maintenance Cost ratio to Depreciationcost(%)Maintenance Cost for own procured equipment1(Tsh.)

Maintenance Cost ratio to Depreciationcost(%)Total Maintenance Cost(Tsh.)

Maintenance Cost ratio to Income(%)

Balance(Tsh. Lease income + disposedincome - Maintenance cost)

Income Accumulation(Tsh.)

Yearly Depreciation Cost (Tsh.12 yearequal depreciation)Depreciation Cost for own procured equipment1(Tsh.)

Depreciation Cost for own procured equipment2(Tsh.)

Prediction of Exchange Rate(Tsh./US$)

Currency Changing ratio(%)

Prediction of Equipment Price changingRatio(%)

Total depreciation cost(Tsh.)Accumulation of Depreciation cost(Tsh.)

Balance after depreciation (Tsh.)

Yearly Depreciation ratio(%)

Total Depreciation Ratio(%)

44

2.6.4. Current Situations of Contractor Equipment and Problems

(1) Model Site Contractors

The interviewing of LBT contractors has been carried out sequentially on the current situation since

the start of the project. The results of the investigation are as follows, showing that satisfaction has

been increasing and the project has been contributing to the stabilization of business. In order to

further improve these points, the following should be kept in mind as much as possible (even though

there would be difficulties such as the district budget and personnel distribution based thereon).

Table2-39 Satisfaction of Contractors on their own service and district services.

Reviewing of leasing price.

For small-size contractors such as LBTs, the equipment cost accounts for a large portion (30 to 40%)

of the contract amount when they get a road work construction contract.

For this problem, the equipment owners (district office) should provide the equipment at prices as low

as possible with due consideration of the maintenance and administration cost and equipment

replacement cost.

For the Iringa district equipment price, it will be set lower than the prices of private leasing companies

by 5 to 10% from the next fiscal year (15/16) because it is high in demand in Iringa district and the

leasing prices for small-size vibrating roller of private leasing companies are cheaper than those of the

district equipment by about 15%. For Chamwino district, the price, which has been set to be relatively

cheaper, will not be changed.

Eval.

Satisfaction(five-grade eval.)

4 4 4.0

District ownedEqupment

・It is hoped that the equipment ispossessed preferentially by thedistrict to lease the equipment tosmall-size contractors such asLBT.・The prices are interested.

・It is convenient but it is sometimesdifficult to obtain the equipment atthe right time along the progress ofconstruction as the number of theequipment is not large.・As to vibrating rollers, ones withlittle bit larger capacity (weight)would be better in cost-effectiveness.

・Small-size vibrating rollers: the price is highercompared with the others (district 150,000Tsh.,private companies 120,000Tsh.) with the difficultyin accessing to the equipment from privatecompanies. The quantity of this equipment is toosmall compared with the need. The cost-effectiveness is satisfactory (the price isadequate) but the quantity is in short.・Water tank cars: similarly to the cases of rollers,the price is higher than the private leasing but thelarge capacity (10000lt compared with 6-8,000ltfor private leasing) is satisfactory.There is noproblem but the quantity is not enough.・Tow graders: Used as necessary, but theequipment available from private leasingcompanies are hydraulic and cheaper.What waspossessed by the district services was notknown, so a large-size equipment was leasedfrom a private leasing company.・Plate compactors: There is a possibility to usethis equipment for building constructions but thiswork is carried out manually with satisfaction.Therefore, frequency of using this equipment isnot high.

Eval.Satisfaction(five-

grade eval.)1 2 4 2.3

・Possession of small-sizeconstruction equipment by privatecompanies for LBT is limited, so thecases the equipment is procured fromdistant locations are frequent and it isdisadvantageous in terms of cost.

2012/13 2013/14 2014/15 2015/16

Equipment Status・Almost all the LBT contractorsown no equipment but operationaltools.

No change in current situations. No change in current situations.

BussinessManagement

・No obvious changes have beenobserved but they are interested inthe possession of equipment by theprefectural governments, willing toutilize it in the future.

・For LBT contractors with low initial capitals, theleasing service by the prefectural governments isconvenient because of future payment (paymentby results).・The LBT constructions, which are publicallynoticed every year, facilitate the possibility ofstabilizing businesses.

45

Stable Constructions Tender

It has been announced as a policy that 20% of the current roadwork budget is allocated to LBT

construction orders. It is necessary to keep this policy to encourage the contractors.

Ordering with appropriate quotation (BOQ) by Districts.

The quotation and ordering should be carried out with consideration of the current economic situation

as much as possible, in order to reduce effects on labor cost (employment of cheap labors to save labor

cost) and on finish quality (the quality varies among contractors because equipment is not used).

(2) Pilot Site Contractors

Kondoa District - The contractors in the last fiscal year possess minimally required equipment

(vibrating rollers, dump trucks) and water tank cars are also leasable near the construction sites. As

their own equipment is too old, they wish to use equipment of good condition, if available. The

problems they are facing are how to secure good earth filling and water. They said they have no

problem in terms of equipment.

Mufindi District - For the technical transfer effect in Iringa district, the constructions were carried out

in such a manner that a plurality of contractors was allocated to a single construction site for the sake

of easy management. Because 3 areas out of the 4 areas were dealt with by the LBT construction

contractors of Iringa district in the last fiscal year, the situation of equipment was difficult, and the

equipment owned by Iringa district was also used.

The above reports show that access to good equipment is difficult in both the districts, which makes it

important to possess equipment in the model district (neighboring district).

2.6.5. District Equipment Operation Management Situation

The equipment management and maintenance have been instructed according to an initially prepared

guideline, but now have some problems as listed below.

(1) Equipment Utilization Situation

Chamwino District - All the equipment is available for leasing and in good conditions. For

tractors that are not frequently used, it will attempt to increase their utilization rate by an effort

such that the use of graders will be obligated via BOQ, etc. Leasing to agricultural operations

would be possible during the slack period for construction work if appropriate consideration is

given to the leasing period. Negotiation with the agricultural sections of the district office was

considered.

Iringa District - A vibrating roller is being repaired to address trouble in its hydraulic system (It

is still usable for light-load work). As the vibrating roller’s usage is expected to increase from

the next fiscal year, it will contact the supplier for servicing. The other equipment is in good

conditions.

46

(2) Contract (Leasing Application)

The format prepared according to the guideline is too complicated. Therefore, the leasing is basically

done under such contract management that a reply is issued to an application from a contractor.

Figure2-26 Contract Form Contractor to District Figure2-27 Contract Form District to Contractor

(3) Account Management

The account management in Iringa district is carried out through an account of the civil engineering

department in general accounts, and that in Chamwino district is managed through an account of the

civil engineering department. The account management is carried out relatively according to the plan

and the maintenance and administration cost is paid through the accounts. In Chamwino district, a part

of leasing fees is remitted to another account of the district account. They said the amount of money

can be transferred to the right account.

(4) Management Form for Maintenance and Administration

The importance of maintenance and administration for the equipment was not well regarded, maybe

because the equipment is small-sized. About 60% of the book-keeping of the management form on

maintenance and repair is done. This figure is considered as relatively good. The spending on

administration is all kept in record, which makes it possible to trace the administration history. The

reason why the recording rate of the recording book is so low is that the civil engineers in the

department are also assigned to the administration of the equipment, and they do not have enough time

to maintain the recording and have no enough expertise (knowledge regarding the equipment).

(5) Operation Staff Administration

Basically the operation staff administration is carried out based on contract, calculating their working

hours by multiplying the number of wording days on the contracts by 8 hours per day.

(6) Material (parts) Management

The materials have been consumed as per the regular (fast-moving parts) plan, and appropriately

managed in the material management stock house (revenue management record).

As a whole, the management, which has some minor differences from the plan, is carried out

47

appropriately through simplified and flexible management by the locals. As it was confirmed that the

fund has been accumulated and the operation rates have been stabilized, Project and the locals agreed

that the management should be carried on in the same manner. In terms of tractors, it was noted in

both the district that, in order to earn from the investment, tractors will be flexibly utilized in

agriculture, for which tractors are also usable and needed seasonally (needed only in the rainy season

while LBT constructions are concentrated in the dry season), with due consideration to the

maintenance and administration and the effects on constructions.

Figure2-28 Income Management Form Figure2-29 Maintenance management Form

2.6.6. Proposals

(1) Facilitation of equipment renewal

In view of the maintenance and administration cost in the next fiscal year, equipment renewal may be

considered if the renewal cost + the expected maintenance and administration cost in the next fiscal

year (+110 – 120 %) is secured, so as to sell the existing equipment within 1 to 2 years at the

depreciation prices to private contractors who have participated in constructions so far.

(2) Perfection of regular maintenance and administration

In order to prolong the lives of equipment, regular maintenance (oil change and various lubrications) is

important and should be carried out as appropriate. Moreover, cooperation with the suppliers is

necessary for general repairs, especially, hydraulic-related services.

(3) Stricter fund management

At the moment, fund management is appropriately carried out according to the objectives. However

there is a concern that if there are excess funds, the excess would be used for other purposes as a result

of budgeting. It is necessary to make appropriate explanations to the district office in order to secure

the funds.

(4) Clear notification of equipment use and availability in tender documents

A contractor proposed to clearly notify in tender documents about the equipment possessed by the

district office. If possible, tender documents may be amended to have such notification.

48

(5) Appropriate Ordering of LBT constructions.

As mentioned in Item 4, it is important to surely allocate about 20% of the annual roadwork

maintenance budge to LBT constructions for specialized contractors (Class 7 LBT specialist 3). It is

also important to carry out the LBT constructions under suitable conditions, or the equipment would

be exposed to excess load under poor working conditions, thereby shortening their lives. It is

necessary to select appropriate construction sites according to the construction guideline prepared in

the project.

2.6.7. Review on LBT equipment leasing (written in the progress report of the 2nd contracted

year)

For further development of equipment leasing, the district-based leasing, which is currently in

progress, requires at least 5 years to renew the equipment as predicted in the mid/long-term prediction.

It is reasonably probable that some equipment is lost due to accident or breakdown by chance in such a

period. Thus, it is the best scenario that the equipment is ideally renewed in about 3 years.

To achieve this, the following premises are necessary: (1) there are at least two sets of each type of

equipment, (2) the fund management is unified, (3) fund management is run by regional offices (to

facilitate the accumulation of funds), and actual operation is carried out by the district office. The

following is a revised version of the outline view and report prepared in the last fiscal year:

(Revised Report of the last fiscal year)

One problem associated with the LBT contractors is the difficulty in accessing the necessary

equipment. Therefore, equipment leasing under this project is highly expected. However, there is not

enough equipment (only one set), and it is difficult to supply the equipment to all contractors when

they need it. Moreover, under the district-based operation, it takes five to six years to renew the

equipment and an increase in the number of equipment cannot be expected in a short time. However,

the sum of the contracts (revenues) in both the districts in these two years reached about 31 million.

Therefore, it is expected that in the next year (the fourth year of the project) the revenues will increase

to a level at which small-size vibrating rollers can be pursed, even if the maintenance and

administration cost in the next fiscal year is taken into consideration. Unified revenues (leasing fees)

management by the regional office will be a solution of this problem. The following is an outline view

of the management (draft). As shown in the above view, the equipment leasing and administration will

be carried out by the district offices, and only the leasing fees will be paid to an account of a regional

office. The regional office will purchase new equipment and allocate it to each district, taking into

consideration the equipment maintenance and administration cost and the operation cost in the next

fiscal year. This will speed up the renewal of the equipment. Moreover, selling of the equipment of

about five years old to LBT contractors will be considered as per the initial plan. This will solve the

difficulty for small-size contractors in procuring equipment, survival of businesses, and facilitation of

motivation for starting business. And for the regional office, this will improve their ability of operation

and administration by building up their management ability.

49

However, to achieve these, the following are necessary:

An account that the regional office can carry over (and to which the funds accumulated in the district

accounts can be transferred) is opened

Special staff for administration (about one person) can be allocated in the regional office.

The regional office is able to pay the maintenance and administration cost and the operation cost to the

district office in a timely manner.

Each district has LBT constructions on a constant basis.

The BOQ at bidding in the district is written to show that the equipment should be used appropriately.

In each district, construction sites (location, distance, and environment) should be selected taking into

consideration the operation of equipment.

The equipment maintenance and administration is allowed to be carried out by private companies

Figure2-30 Proposed New Hiring System

As to the variety of equipment, the equipment expected to be necessary would be as follows after the

confirmation of the result of the pilot project.

・ Tractors (70 – 80 HP): spec downgrading by about 20% from the equipment procured for this

project.

・ Water Tank Cars (6000-8000 Lit.): spec downgrading by about 20% from the equipment

procured for this project.

・ Small-Size Vibrating Rollers (1 ton): need to be 1 ton or greater.

・ (Plate Compactors)

・ Water Pumps

・ Tow Graders

Where 1 set of equipment includes one of each of these types of equipment, the number of sets of

equipment to be stationed in a state is determined to be the half of the number of districts in state (in

case of a state consisting of 4 to 5 districts, 2 sets will be provided). The investment amount is

expected to be about 100,000 to 130,000 dollars (including transportation, spare parts, and training

cost). The initial investment should be supported by fully grant assistance or the like, considering the

Regional

Office

District

Office

District

Office

District

Office

Contractor Contractor ContractorContractor ContractorContractor

Equipment Equipment Equipment

Equipment Maintenance/Management

Equipment Renewal

Contract Sum

Equipment Hiring

Contract Sum

Contract Sum

Equipment Maintenance/Management Equipment Maintenance/Management

Equipment HiringEquipment Hiring

Equipment Renewal

Hiring Fee

Hiring Fee

50

financial capacity etc. of the area.

The tow grader, whose use frequency is low, may be provided in such a way that only one tow grader

is provided in the project-participating state, or no tow grader is provided in the project-participating

state where the situation (the use frequency of tow graders and the number of existing tow graders that

should have been checked) allows. If a tow grader is to be procured, a hydraulic tow grader is

preferable (the existing tow graders are mechanical).

Plate compactors are low in use frequency, suggesting that most of the constructions were built with

manual compaction. We would like to leave it to the local staff’s judgement whether they still need

this equipment.

A pilot program may be carried out initially in 2 to 3 states, considering the introduction of a

nation-wide program through financial planning in the future. The states for the program may be

selected by considering the following.

・ The region has good experiences of LBT constructions.

・ The environment is suitable for LTB constructions in terms of soil quality, community

participation, weather, etc.

・ The traveling distance (range) for the equipment from its station to the site is in the range of

50 to 80 km (maximum of 120 km).

51

3. Project Monitoring and Achievement of Outputs 3.1. Monitoring of Project Activities

Monitoring is routine work that is project-internal. After the commencement of the Project, monitoring

activities were conducted to check whether project activities were implemented and project outputs

were produced as planned. If necessary, modification of the Project was considered and carried out.

Monitoring is a pillar of project management because the Project manages the objectives initially

established in the Project Design Matrix (PDM) based on the indicators and revises the Project

Activities and Outputs in response to the various changes during the implementation period.

Monitoring activities shall be conducted mainly by the counterparts (C/P) in consideration of project

sustainability after the termination of the Project. In these circumstances, the Monitoring System (MS)

was consensually established in collaboration with C/P and Japanese experts.

3.1.1. Monitoring System (MS)

In order to confirm the progress of the Outputs and Project Purpose achieved by the project activities,

C/P and Japanese experts monitor their progress based on the Monitoring System (MS). The specific

contents of the MS are as follows:

(1) Components of PDM (narrative summary, indicators, means of verification);

(2) Monitoring Plan (persons/organizations in charge, frequency, remarks); and

(3) Baseline Value and Final Target Value (baseline value, final target value).

The project activities were monitored according to the above factors, and the achievements/target

values were filled out in the MS on the basis of their progress. Also, individual forms (questionnaire,

data entry sheet, etc.) necessary for data collection were designed and prepared, and the forms (Form 1

to 7) were organized and attached to the MS (refer to Annex 4-1). Also, the procedure of specific

monitoring activities was summarized in the “Instruction Manual for the Monitoring System (Version

2-2)” (refer to Annex 4-2).

The MS, including each form, was modified accordingly if difficulties were found in the forms during

the data collection along the MS. Ultimately, the Project contributed to the sustainability of monitoring

activities performed by C/P through the establishment of user-friendly and simplified MS and forms.

3.1.2. Monitoring of the Important Assumptions

It is crucial for the project stakeholders to have consciousness of the Important Assumptions so as to

react to them promptly, as needed, by checking the current conditions annually. Further, persons in

charge were assigned to each of the assumptions. The following points were confirmed in each

assumption (refer to Annex 4-1):

(1) With or without the occurrence of the assumptions;

52

(2) Causes (if they occur);

(3) Influences on the Project; and

(4) Measures and undertakings by the Project.

3.1.3. Progress of the Plan of Operations (PO)

The Annual Plan of Operations (APO: (i) March 2012 – June 2013, (ii) July 2013 – June 2014, (iii)

July 2014 – June 2015, (iv) July 2015 – February 2016) extracted from the PO of the entire

cooperation period was produced over the financial year in Tanzania, and progress management was

conducted according to the APO. The progress of the project activities is summarized in Table 2-1

based on the APO.

Also, an enlarged depiction of the APO was posted on the wall at the project office and C/P offices,

and the monthly progress was confirmed. The Japanese expert team and C/P were able to confirm the

progress and comprehend the entire flow because the APO posted on the wall was visualized.

Moreover, the progress was confirmed in the weekly meetings of the expert team.

3.2. Achievements based on Indicators

Through the monitoring activities, the following indicators were confirmed: (1) the maintenance status

of rural roads (Form 1); (2) the satisfaction ratings of contractors and community people (Forms 2-1 &

2-2); (3) the percentage of rollover funds (Form RALG-1 of PMO-RALG); (4) the authorization of the

Operational Guidelines by MOW; (5) the percentage of RS/council engineers utilizing the Operational

Guidelines (Form 3); (6) the progress of Annual Rural Road Maintenance Plan (Form 4); (7) the

percentage of the road maintenance works completed by contractors (Form 5); (8) the ratings of

district engineers and technicians of their practical skills and knowledge (Forms 6-1 & 6-2); (9) the

consultations on rural road maintenance between contractors and district engineers/technicians (Form

7); and (10) the ratio of LBT works to all maintenance works (Form 5). The details are as follows:

3.2.1. Achievements of the Project Purpose

(1) Indicator 1: Maintenance status of rural roads

The maintenance status of rural roads (in combination with “Good” and “Fair”) in Chamwino DC

(target value 80%) and Kondoa DC (target value 70%) in Dodoma Region as well as in Iringa DC

(target value 70%) and Mufindi DC (target value 70%) are described in Table 3-1. However, the road

network in Chamwino DC was extended around 1.6 times in FY 2014/15. Although the indicator did

not attain the target value (80%) in the financial year, the percentage of road status exceeds 90% if

calculated with the previous road network. Moreover, as Mufindi DC did not attain the target value, it

is anticipated that the indicator shall be accomplished in FY 2015/16.

With reference to the road maintenance status in other district councils, including municipal councils,

in the Dodoma and Iringa regions, the achievements are listed in the table below:

53

Table 3-1 The maintenance status of rural roads in model and disseminated districts

(FY2011/12 – 2014/15)

 FY 2011/12  FY 2012/13  FY 2013/14  FY 2014/15 

Model Districts   Chamwino 

District 

74.71% 

（Good：40.67%、

Fair：34.04%） 

79.04% 

（Good：42.41%、

Fair：36.63%） 

81.50% 

（Good：47.30%、

Fair：34.20%） 

73.70%1 

（Good：50.31%、

Fair：23.39%） 

Iringa District 

60.16% 

（Good：44.52%、

Fair：15.64%） 

66.36% 

（Good：51.96%、

Fair：14.40%） 

71.29% 

（Good：58.40%、

Fair：12.89%） 

92.49% 

（Good：72.86%、

Fair：19.63%） 

Disseminated

 

Districts  

Kondoa 

District ―  ― 

63.34% 

（Good：43.40%、

Fair：19.94%） 

77.35% 

（Good：61.87%、

Fair：15.48%） 

Mufindi 

District ―  ― 

63.09% 

（Good：34.77%、

Fair：28.32%） 

57.08% 

（Good：18.13%、

Fair：38.95%） 

Dodoma Region  

Kongwa 

District ―  ― 

49.77% 

（Good：13.89%、

Fair：35.88%） 

52.35% 

（Good：17.87%、

Fair：34.48%） 

Chemba 

District ―  ― 

46.51% 

（Good：43.08%、

Fair：3.43%） 

69.28% 

（Good：41.62%、

Fair：27.66%） 

Mpwapwa 

District ―  ― 

45.54% 

（Good：30.62%、

Fair：14.91%） 

45.53% 

（Good：28.69%、

Fair：16.84%） 

Bahi District  ―  ― 

67.81% 

（Good：43.60%、

Fair：24.21%） 

68.80% 

（Good：45.73%、

Fair：23.08%） 

Dodoma 

Municipality   ―  ― 

56.48% 

（Good：38.97%、

Fair：17.51%） 

56.56% 

（Good：39.16%、

Fair：17.40%） 

Iringa Region  

Kilolo District    ―  ― 

60.75% 

（Good：12.18%、

Fair：48.57%） 

59.87% 

（Good：11.81%、

Fair：48.06%） 

Iringa 

Municipality   ―  ― 

46.51% 

（Good：8.54%、

Fair：37.98%） 

48.55% 

（Good：10.76%、

Fair：37.79%） 

Source: Form 1 of Monitoring System

 

(2) Indicator 2: Satisfaction ratings of contractors and community people

The Project aims at achieving over 75% in the satisfaction ratings on average with reference to rural

road maintenance works or status for contractors (refer to Table 3-2) and community people (refer to

1  It seems that the road status has gradually been improved from the perspective of consecutive years in the past from FY 2011/12 to FY 2013/14. However, the road network in Chamwino DC was extended around 1.6 times (total road length = 1,040 km) in FY 2014/15. Importantly, the percentage of road status exceeds 90% if calculated with the previous road network (approximately 600 km).

54

Table 3-3), respectively, in the model and disseminated districts. Questionnaire surveys were

conducted twice in the model districts, and the results are shown below. In the disseminated districts,

the questionnaire survey will be carried out following the completion of pilot projects after the end of

June 2016.

Table 3-2 Satisfaction ratings of contractors who executed the pilot projects in

Chamwino and Iringa DC

  1st Questionnaire Survey   (February 2014)   

2nd Questionnaire Survey   (June 2015)   

Chamwino DC (5 respondents) 

Iringa DC (14 

respondents) 

Chamwino DC   (11 

respondents)   

Iringa DC (11 

respondents) 

Q1. Payment of construction costs from the district council in a timely manner   

56.00%(2.80)

90.00%  (4.50)

72.73% (3.64) 

52.73%(2.64)

Q2. Scale or size of road maintenance works   

76.00%(3.80)

92.86%(4.64)

80.00% (4.00) 

67.27%(3.36)

Q3. Number of road maintenance works   

76.00%(3.80)

90.00%(4.50)

76.36% (3.82) 

65.45%(3.27)

Q4. Instructions and directions on road maintenance works by district engineer and technicians   

80.00%(4.00)

95.71%(4.79)

74.55% (3.73) 

83.64%(4.18)

Q5. Prompt and concrete responses to the inquiries about road maintenance works   

80.00%(4.00)

84.29%(4.21)

78.18% (3.91) 

69.09%(3.45)

Q6. Contents of bill of quantities (BOQ) for road maintenance works   

76.00%(3.80)

90.00%(4.50)

69.09% (3.45) 

78.18%(3.91)

Q7. Public notices of road maintenance works in a timely manner  

68.00%(3.40)

84.29%(4.21)

72.73% (3.64) 

80.00%(4.00)

Q8. Process from the tender award to the signing of a contract according to official schedule   

84.00%(4.20)

85.71%(4.29)

72.73% (3.64) 

83.64%(4.18)

Q9. Lend‐lease condition of light equipment for LBT works   

76.00%(3.80)

65.71%  (3.29)

60.00% (3.00) 

65.45%(3.27)

Q10. Inspection tasks executed by the district engineer and technician  

88.00%(4.40)

94.29%(4.71)

72.73% (3.64) 

78.18%(3.91)

Total Rating on Average   (Q1 – Q10)   

76.0%  (3.80)

87.3%(4.36)

72.9% (3.65) 

72.4%(3.62)

Q11. Overall satisfaction rating of the rural road maintenance works   

80.00%(4.00)

97.14%  (4.86)

80.00% (4.00) 

90.91%(4.55)

Source: Questionnaire survey through Form 2-1 of Monitoring System

In Chamwino DC, the pilot projects were favorably completed in the first half of FY 2014/15. The

target value of the indicator was over 75% of average rating point, and it was almost achieved. The

item that was 10% or more from the target value was the “lend-lease condition of light equipment for

LBT works (Q9).” As one of contractors executing pilot projects did not know that LBT equipment

55

could be rented in Chamwino DC, such as a vibration roller (provided by JICA), tow grader (from

VETA), and water bowser (from the district water department), the contractor used EBT equipment

with payment of higher cost. It might have affected the assessment result.

In Iringa DC, the target value of the indicator was almost achieved. In particular in Iringa DC, the

delay of budget disbursement severely affected the maintenance works, and the contractors criticized it

during the interviews. The delay continued for several months, so that the payment to the community

people participating in the LBT works fell into arrears. Also, they commented that the supervision by

district engineers and technicians was not enough in the financial year. As they did not show up at the

sites for a month, contractors must have redone the road maintenance with the advice of district

engineers/technicians during their site visit after a month. This is also considered as the result of a lack

of governmental budget. District engineers and technicians were not able to supervise the road works

properly because the transportation costs for site visits were not secured.

Also, the issue for LBT is to assemble community people living around project sites to provide labor

for road maintenance works. Furthermore, as the soil is quite hard in Chamwino DC, the LBT works

may not be appropriate in the dry season. On the other hand, although the soil is soft during the rainy

season, this is the farming season. Thus, it might be appropriate to execute LBT works at the end of

the rainy season, i.e., in April.

Previously, as Chamwino DC defined the qualification for LBT works as “Class 7,” the contractors

classified as “LBT Specialist” could not participate in the bidding (in September 2012). However,

these small-scale contractors classified as “LBT Specialist” presently came to be able to participate in

the bidding for LBT works.

 

Table 3-3 Satisfaction ratings of community people working for the pilot projects

in Chamwino and Iringa DCs

  1st Questionnaire Survey   (February 2014)   

2nd Questionnaire Survey   (June 2015)   

Chamwino DC   (36 respondents) 

Iringa DC   (43 respondents) 

Chamwino DC   (103 respondents)   

Iringa DC   (80 respondents) 

Q1. Traffic time for passing through the road   

35.56%(1.78)

75.81%(3.79)

73.73% (3.69) 

84.75%(4.24)

Q2. Convenience of the transportation   

35.56%(1.78)

76.74%(3.84)

68.82% (3.44) 

83.00%(4.15)

Q3. Passable throughout the year   33.33%(1.67)

71.16%  (3.56)

72.82% (3.64) 

86.08%(4.30)

Q4. Drained conditions of the road   

36.11%(1.81)

74.88%(3.74)

54.56% (2.73) 

85.57%(4.28)

Q5. Road dust   47.78%(2.39)

78.14%(3.91)

60.39% (3.02) 

71.90%(3.59)

Q6. Accidents on the road   60.00%(3.00)

80.47%(4.02)

72.35% (3.62) 

84.00%(4.20)

56

Q7. To carry agricultural crops to the market   

46.11%(2.31)

82.33%(4.12)

77.28% (3.86) 

93.25%(4.66)

Q8. Number of customers of local shops around the road   

57.78%(2.89)

74.88%  (3.74)

69.71% (3.49) 

63.26%(3.16)

Q9. Change in incomes   62.22%(3.11)

74.42%(3.72)

61.37% (3.07) 

80.00%(4.00)

Q10. Continuous participation in LBT works   

86.11%(4.31)

88.37%  (4.42)

82.35% (4.12) 

90.00%(4.50)

Total Rating on Average   (Q1 – Q10)   

50.1%(2.50)

77.7%  (3.89)

69.3%2 (3.47) 

83.3%3

(4.16)

Q11. Overall satisfaction rating of the status of rural roads   

51.11%(2.56)

74.42%  (3.72)

64.47% (3.22) 

85.25%(4.26)

Source: Questionnaire survey through Form 2-2 of Monitoring System

In the model districts, it was confirmed that the ratings of Chamwino and Iringa DC had increased

more than 19% (50.1% ⇒ 69.3%) and 5% (77.7% ⇒ 83.3%), respectively, between the 1st and 2nd

questionnaire surveys (February 2014 and June 2015). In particular, although the rating of Chamwino

DC did not attain the target value, it had been improved dramatically.

Regarding the questionnaire survey of community people in Iringa DC, the average satisfaction rating

exceeded the target value of 75%, and good result was generally extracted. In Chamwino DC, whose

rating did not reach the target value, on the other hand, three (3) items were more than 10% below the

target value, i.e., “drained conditions of the road (Q4),” “road dust (Q5)”, and “change in incomes

(Q9).” Regarding the drainage conditions, as functional drainage ditches were not laid down at the

appropriate places, the ditches were stopped up in the rainy season so that rainwater overflowed onto

roads and the peripheries. Also, since the rainwater flowed into housing areas through the miter drain,

the miter drain was blocked up by the community people as a measure for flood prevention. Water

accumulated on roads, and the roads were seriously damaged. Thus, it is crucial to explain the

installation sites of drainage ditches to the community people so as to avoid such situations. Moreover,

the causes of the road damage may be considered as a problem of drainage design by district

engineers/technicians, lack of contractors’ capacity and working skill of community people, lack of

explanation to community people by district engineers/technicians and contractors, etc. For the future,

therefore, it is necessary to scrutinize the installation sites of drainage ditches properly.

With reference to road dust after passing the roads, as the grounds of Chamwino DC are dry and

harder than the ones of Iringa DC, it seems that the road dust was easily dispersed.

In terms of the income changes, the community people talked about the low wages (around 5,000 TSH

per day). They emphasized minimum wages from 8,000 to 10,000 TSH per day. Because labor costs

2 The total rating for the pilot projects executed in FY 2013/14 was 62.2% in Chamwino and 81.9% in Iringa on average through questionnaire surveys conducted once again at the same sites. It is apparent that the percentages were increased by around 12% in Chamwino and 4% in Iringa compared with the previous year. 3 Refer to the above description.  

57

are decided by the contractors, it is considered that the minimum wage should be described in the

tender documents prepared by the LGAs.

As positive effects of LBT works, the following comments were made by the community people:

・ While it took three days to go to Iringa City from Makombe Village before the completion of the

road maintenance works between Magunga and Makombe, it now takes only one day to go to the

City. Furthermore, the transportation cost from Makombe Village to Ifunda located along a trunk

road dropped to 18,000 – 20,000 TSH from 30,000 TSH after the road maintenance works.

・ Community people became able to sell agricultural products at higher prices than before. This is

because the transportation condition has been improved to send the products to a market. For

instance, whereas the selling price of maize (20 kg) in the village was 3,000 TSH, the market

price in Iringa City was 8,000 – 10,000 TSH. Thus, they could increase their profits.

・ As mentioned by the contractors in Iringa DC, it is possible to execute road maintenance works

with appropriate quality through LBT, even compared with EBT, if engineers or technicians

supervise the works on a regular basis.

・ Community people were able to acquire the knowledge and skills of excavation of drainage

ditches, installation of drainpipes, gravelling method, etc., for LBT works.

(3) Indicator 3: The percentage of rollover funds for rural road maintenance

The Project aims to retain the percentage of rollover funds (RF) below 15%4 for rural road

maintenance in the model districts. The percentages of RF in the past four years, i.e., from FY 2011/12

to FY 2014/15, are shown in Table 3-4.

Chamwino DC stably retained the percentage of RF below 15% after FY 2011/12. Iringa DC has also

retained the percentage of RF at almost 15% in the past four years. Thus, it could be said that the

target values were achieved.

In the disseminated districts, moreover, the percentage of RF greatly fell below 15% in FY 2014/15

although the percentage exceeded more than 15% in FY 2013/14. However, because around 30% of

approved budget were only disbursed in FY2014/15, it seems that they could spend almost all the

budget. Therefore, it could be said that the percentages in FY2013/14 are more realistic.

Table 3-4 Percentage of rollover funds (RF) for rural road maintenance in the model districts

(FY 2011/12 – 2014/15)

 FY 2011/12    FY 2012/13    FY 2013/14    FY 2014/15   

Mod

el 

Distri Chamwino 

District 60.59％  1.23％ 10.03％ 1.23％ 

4  This target value was determined by reference to the target of Annual Performance Agreement concluded between PO‐RALG and each LGA.   

58

Iringa 

District 12.03％  15.10％ 4.60％ 0.00％5 

Disseminated

 

Districts  

Kondoa 

District ―  ―  21.48％ 3.64％6 

Mufindi 

District ―  ―  32.13％ 0.51％7 

Source: Form RALG-1 “Summary of Committed and Uncommitted Action Plan” by PMO-RALG

3.2.2. Achievements of Output 1

(1) Indicator 1: Operational Guidelines authorized by MOW

The Rural Road Maintenance Operational Guidelines was finally authorized by MOW on 10th

December, 2014, with the requirement of several modifications pointed out by MOW.

(2) Indicator 2: Percentage of RS/council engineers utilizing the Operational Guidelines

In this indicator, the Project aims at achieving over 80% of RS/council engineers across the country

utilizing the Operational Guidelines distributed by PMO-RALG and MOW. During the annual

engineers’ meeting held at Arusha in August 2014, a questionnaire survey on the Draft Operational

Guidelines was conducted. Although the usage rate was 68.2% (44 respondents), the sample number

was not enough from the aspect of nationwide level (25 regions and 181 LGAs). Afterwards, the

Operational Guidelines with final approval was bound in and distributed with an official letter from

the Director of IDD (19th June, 2015). In the annual engineers’ meeting at Arusha in August 2015, the

2nd questionnaire survey on the Guidelines was conducted, and the usage rate was 65.2% (192

respondents). Although the result was a decrease from the previous year, more than 60% of RS and

Council Engineers across the country came to use the Guidelines in just a month (if it took several

weeks to deliver the Guidelines to their offices). It could be said that the significant result was

achieved within the framework of the Project, which only targeted four district councils in two regions,

and the Guidelines developed in the target areas was utilized on a nationwide level. If the 3rd

questionnaire survey is carried out at the annual meeting in August 2016, the usage rate would exceed

the 80% set as the target value.

Moreover, the Project confirmed the status of guidelines usage according to the following items

through the questionnaire survey. The aggregated results are as follows:

5 Although Iringa DC received 60.6% (1.1 billion TSH) of the total approved budget, actual spending for road maintenance works was approximately 1.3 billion TSH. Thus, the amount of difference was covered by the project budget (1.47 billion TSH in total) for Removal of Bottleneck supported by DFID with approximately 0.2 billion TSH. 6 Due to the delay of the budget disbursement, Kondoa DC received only 33.5% of the total approved budget by the end of FY 2014/15. In other words, the DC might have spent almost all the budget because it received only 30% of the approved budget. There is a prospect that the percentage of RF will be much higher if the DC received the entire approved budget 7 This is also the same as above. Mufindi DC received only 34.0% of the total approved budget by the end of FY 2014/15.

59

Table 3-5 Percentages of RS/Council Engineers using the Operational Guidelines and their satisfaction ratings

  1st Questionnaire August 2014   

44 respondents   

2nd Questionnaire August 2015   

192 respondents   

Q0. Utilization (% answering “Yes”)    68.18% 65.24%

I. GENERAL INFORMATION 

Q1. Frequency of usage   

More than several times 

per month：90%   Less than once per 

month：10%   

More than several 

times per month：65%Less than once per 

month：35%   

Q2. Ease of understanding8    78.67% 80.33%

Q3. User‐friendliness    77.33% 80.49%

Q4.  Applicability  to  various  types  of  rural  road maintenance works   

76.00% 79.67%

Q5.  Reference  to  the  Operational  Guidelines  when encountering issues/problems   

74.67% 74.10%

II. TARGETS AND POLICY DIRECTIVES OF THE OPERATIONAL GUIDELINES 

Q6. Satisfaction with the Targets and Policy Directives  74.67% 76.39%

Q7.  Ease  of  understanding  of  the  Targets  and  Policy Directives   

78.00% 78.03%

III. PLANNING SECTION OF THE OPERATIONAL GUIDELINES   

Q8. Satisfaction with the Planning Section    72.00% 77.38%

Q9.  Improvement  in  the  Annual  Rural  Road Maintenance Plan   

64.67% 69.09%

Q10.  Improvement  in  the prioritization procedure  for rural road maintenance works based on  the Medium‐ and Long‐term Rural Road Maintenance Plan   

62.67% 64.17%

IV. PROCUREMENT AND IMPLEMENTATION SECTIONS OF THE OPERATIONAL GUIDELINES 

Q11.  Satisfaction  with  the  Procurement  and Implementation Sections   

74.00% 74.67%

Q12.  Improvement  in  the  procurement  and implementation of rural road maintenance works   

68.67% 69.50%

V. Monitoring and Evaluation (M&E) Section of the Operational Guidelines 

Q13. Satisfaction with the M&E Section    73.33% 75.97%

Q14. Improvement in the M&E activities    66.67% 68.07%

8 Regarding the questions from Q2 to Q16, the respondents marked the grading points on a scale from “1” to “5” – with “5” representing the highest possible rating – and the grading points were converted to percentages (%) with averaged values.

60

VI. ANNEXES OF THE OPERATIONAL GUIDELINES   

Q15. Satisfaction with the Annexes    72.67% 77.31%

Q16. Operational improvement in rural road maintenance works by reference to the Annexes   

66.00% 70.76%

VII. OVERALL EVALUATION OF THE OPERATIONAL GUIDELINES AND ANNEXES 

Q17. Overall evaluation of the Operational Guidelines  66.00% 71.97%

Q18. Overall evaluation of the Annexes    66.00% 70.82%

Source: Questionnaire survey through Form 3 of Monitoring System

Figure 3-1 graphically presents the results of the 2nd questionnaire survey conducted in August 2015.

As the satisfaction ratings exceeded 75% for each chapter except for the chapter of “Procurement and

Implementation” (the chapter almost attained 75%, though), it seems that the RS and Council

Engineers are generally satisfied with the contents. While the chapter of “Planning” was assessed with

the highest rating, the chapter of “Procurement and Implementation” was assessed with the lowest

rating. Thus, it would be desirable to improve the latter chapter.

On the other hand, there are large gaps between the ratings for satisfaction (“Satisfaction”) and for

improvements with the guidelines usage (“Improvement”). In particular, as the gap between

“Satisfaction” and “Improvement” in the chapter of “Planning9” had widened by around 11%, it is

necessary to scrutinize the measures for increasing the actual “Improvement” in the chapter and to

feed them back into the Guidelines as a future challenge. For instance, it is considered that the chapter

should include specific explanations of the planning as well as pictures and graphic illustrations as one

of the suggestions.

Figure 3-1 Comparison between “Satisfaction” and “Improvement” in each Chapter

9 Because there are two questions (Q9 and Q10) on the improvements of “Planning,” they are calculated as an averaged value.

76.39%

77.38%

74.67%

75.97%

77.31%

78.03%

66.63%

69.50%68.07%

70.76%

64.00%

66.00%

68.00%

70.00%

72.00%

74.00%

76.00%

78.00%

80.00%

Targets and PolicyDirectives

Planning Procurement andImplementation

M & E Annexes

Satisfaction

Improvement

10.75% 5.17% 7.90%

6.55%

1.64%

61

3.2.3 Achievements of Output 2

(1) Indicator 1: Preparation of Annual Rural Road Maintenance Plan based on the checklist

(including Indicator 1 of Output 4)

Annual Rural Road Maintenance Plans were prepared on the basis of the medium- and long-term rural

road maintenance plan, the prioritization of rural road maintenance, etc. Also, the Annual Plan

contains necessary items10 based on the checklist (Form 4) as required in indicator 2-1 of the PDM.

The specific items are shown below:

Table 3-6 Items necessary for the Annual Rural Road Maintenance Plan

(1) Medium‐ and long‐term objectives (Vision)   

(8) Coverage of road network    (15) Surface type   

(2) Annual objectives    (9) Preliminary schedule    (16) Distance (km)   

(3) Strategies and specific activities for the annual objectives   

(10) Procurement procedures   (17) Time frame of rural road 

maintenance works   

(4) Information of classified roads    (11) Work type    (18) Supervision expenses   

(5) Information of rural road inventories   

(12) Type of structures   (19) Establishment of unit costs for 

road maintenance works   

(6) Needs and priority ranking    (13) Road name    (20) Total cost (TSH)   

(7) Selection of rural road maintenance works   

(14) Application of LBT and/or EBT    (21) Environment aspect   

(22) Gender aspect    (23) HIV/AIDS aspect     

Source: Form 4 of Monitoring System

 

Indicators 2-1 and 4-1 have been achieved in the model and disseminated districts because the Annual

Plans were formulated with all the necessary items mentioned above (refer to Figures 3-2 and 3-3).

10 The items necessary for the Annual Plan were decided during the Monitoring W/S held in September 2013.

62

Checklist of Chamwino DC (Form 4)    Checklist of Iringa DC (Form 4)   

Figure 3-2: Results of Checklist in Model Districts (Form 4 in Monitoring System)

63

Checklist of Kondoa DC (Form 4)    Checklist of Mufindi DC (Form 4)   

Figure 3-3: Results of Checklist in Disseminated Districts (Form 4 in Monitoring System)

(2) Indicator 2: The percentage of road maintenance works completed within the fiscal year

(including indicator 2 of Output 4)

With reference to the percentage of road work completion (including defect liability period), both

model and disseminated districts aimed at exceeding 85%11. Table 3-7 shows the achievements in the

past four years. Chamwino DC has been exceeding the target value since 2012/13, and the indicator

has been achieved. However, Iringa, Kondoa, and Mufindi DCs are aiming at achieving 85% of road

work completion within the financial year. Thus, it is expected that those DCs shall attain the target

value by formulating effective plans and promoting smooth scheduling management.

 

Table 3-7 The percentage of road maintenance completion in the model and disseminated districts (FY 2011/12 – 2014/15)

 FY 2011/12    FY 2012/13    FY 2013/14    FY 2014/15   

Model 

Districts  

Chamwino 

District 45.5％  95.2％ 91.67％ 92.86％ 

Iringa 

District 76.2％  76.9％ 75.00％ 70.59％ 

Disseminated

 

Districts  

Kondoa 

District ―  ―  ―  78.13％12 

Mufindi 

District ―  ―  ―  70.00％13 

Source: Form 5 of Monitoring System

11 This target value was determined by reference to the target of Annual Performance Agreement concluded between PO-RALG and each LGA. 12 Although Kondoa DC received only 33.5% of the total approved budget by the end of FY 2014/15, the percentage of road maintenance completion was 78.13%. Since the financial resources for contractors were not sufficient in the DC, the payments to contractors fell into arrears. 13 The situation in Mufindi DC (received only 34.0% of the total approved budget) was the same as in Kondoa.

64

3.2.4. Achievements of Output 3   

(1) Indicator 1: The ratings of district engineers and technicians of their practical skills and

knowledge

The Project aims at achieving over 3.75 (the same as 75%) for the ratings (scales of 1 to 5) of district

engineers and technicians of their practical skills and knowledge in the model districts. The ratings (10

question items with “5” in full points) were extracted from both RS Engineers (evaluation by another

person) and Council Engineers/Technicians (self-evaluation) from the perspective of fairness (refer to

Table 3-8 and Table 3-9).

Since the ratings of Council Engineers and Technicians of their practical skills and knowledge were

calculated as an indicator to show the current status objectively, the trends would be easily grasped.

The questionnaire survey on Council Engineers and Technicians was conducted by themselves

(“self-evaluation”) and RS Engineers (“evaluation by another person”), and the results were compared

so as to avoid subjective evaluation.

Table 3-8 The results of the ratings of Council Engineers and Technicians in Chamwino DC

of their practical skills and knowledge

    3rd Questionnaire (February 2014)   

4th Questionnaire (June 2015)   

5th Questionnaire   (January 2016)   

RSE  CE/CT  RSE  CE/CT  RSE  CE/CT 

Q1. Planning skills and knowledge   

3.00 (60.00%) 

3.33(66.67%)

4.14(82.86%)

3.86(77.14%)

4.71 (94.29%) 

4.29 (85.71%) 

Q2. Preparation of road inventories   

3.17 (63.33%) 

4.00(80.00%)

4.29(85.71%)

3.71(74.29%)

4.43 (88.57%) 

4.57 (91.43%) 

Q3. Road structure design and/or drawing   

2.33 (46.67%) 

2.83(56.67%)

3.57(71.43%)

3.86(77.14%)

4.00 (80.00%) 

3.86 (77.14%) 

Q4. Procedures of budget request for road maintenance works   

2.33 (46.67%) 

3.67(73.33%)

4.00(80.00%)

3.57(71.43%)

4.57 (91.43%) 

4.43 (88.57%) 

Q5. Contents of Bill of Quantities (BOQ)   

3.00 (60.00%) 

3.83(76.67%)

4.14(82.86%)

4.14(82.86%)

5.00 (100.0%) 

4.43 (88.57%) 

Q6. Inspection tasks   2.50 

(50.00%) 3.67

(73.33%)3.86

(77.14%)4.14

(82.86%)4.00 

(80.00%) 4.71 

(94.29%) 

Q7. Technical advice and support for a contractor   

2.33 (46.67%) 

3.67(73.33%)

4.00(80.00%)

4.00(80.00%)

4.57 (91.43%) 

4.29 (85.71%) 

Q8. Time management of road maintenance works during execution periods 

2.17 (43.33%) 

3.17(63.33%)

3.86(77.14%)

3.71(74.29%)

4.00 (80.00%) 

4.29 (85.71%) 

Q9. Communication between district engineer/technicians and a contractor   

2.17 (43.33%) 

4.00(80.00%)

4.00(80.00%)

4.00(80.00%)

4.71 (94.29%) 

4.86 (97.14%) 

Q10. Record‐keeping skills 2.67 

(53.33%) 3.00

(60.00%)3.86

(77.14%)3.86

(77.14%)4.29 

(85.71%) 4.00 

(80.00%) 

Total Rating   on Average (Q1 – Q10)   

2.57 (51.3%) 

3.52(70.3%)

3.97(79.4%)

3.89(77.7%)

4.43 (88.6%) 

4.37 (87.4%) 

65

Q11. Overall rating of practical skills and knowledge   

2.83 (56.67%) 

3.83(76.67%)

4.00(80.00%)

4.00(80.00%)

4.00 (80.00%) 

4.00 (80.00%) 

Note 1) RSE: RS Engineer, CE: Council Engineer, CT: Council Technician

Note 2) The 1st and 2nd Questionnaire Surveys were carried out in September 2012 and September 2013,

respectively.

Source: Questionnaire Survey through Forms 6-1 and 6-2 of Monitoring System

Table 3-9 The results of the ratings of Council Engineers and Technicians in Iringa DC

of their practical skills and knowledge

  3rd Questionnaire (February 2014)   

4th Questionnaire (June 2015)   

5th Questionnaire   (January 2016)   

RSE  CE/CT  RSE  CE/CT  RSE  CE/CT 

Q1. Planning skills and knowledge   

3.38 (67.50%) 

3.25(65.00%)

4.20(84.00%)

3.40(68.00%)

4.90 (98.00%) 

3.75 (75.00%) 

Q2. Preparation of road inventories   

3.75 (75.00%) 

3.75(75.00%)

4.00(80.00%)

3.60(72.00%)

4.70 (94.00%) 

3.92 (78.33%) 

Q3. Road structure design and/or drawing   

2.50 (50.00%) 

2.88(57.50%)

3.60(72.00%)

2.90(58.00%)

4.30 (86.00%) 

3.33 (66.67%) 

Q4. Procedures of budget request for road maintenance works   

3.38 (67.50%) 

3.38(67.50%)

4.00(80.00%)

3.70(74.00%)

4.40 (88.00%) 

3.92 (78.33%) 

Q5. Contents of Bill of Quantities (BOQ)   

3.63 (72.50%) 

3.50(70.00%)

4.10(82.00%)

4.00(80.00%)

4.80 (96.00%) 

4.00 (80.00%) 

Q6. Inspection tasks   3.38 

(67.50%) 3.13

(62.50%)4.40

(88.00%)3.60

(72.00%)4.80 

(96.00%) 4.25 

(85.00%) 

Q7. Technical advice and support for a contractor   

3.13 (62.50%) 

3.38(67.50%)

4.50(90.00%)

4.00(80.00%)

4.80 (96.00%) 

4.00 (80.00%) 

Q8. Time management of road maintenance works during execution periods 

3.00 (60.00%) 

3.13(62.50%)

3.90(78.00%)

3.50(70.00%)

4.50 (90.00%) 

3.42 (68.33%) 

Q9. Communication between district engineer/technicians and a contractor   

3.13 (62.50%) 

3.38(67.50%)

3.90(78.00%)

4.00(80.00%)

4.60 (92.00%) 

4.25 (85.00%) 

Q10. Record‐keeping skills 3.50 

(70.00%) 2.88

(57.50%)4.00

(80.00%)3.30

(66.00%)4.30 

(86.00%) 3.42 

(68.33%) 

Total Rating   on Average (Q1 – Q10)   

3.28 (65.5%) 

3.26(65.3%)

4.06(81.2%)

3.60(72.0%)

4.61 (92.2%) 

3.83 (76.5%) 

Q11. Overall rating of practical skills and knowledge   

3.38 (67.50%) 

3.25(65.00%)

3.90(78.00%)

3.40(68.00%)

4.50 (90.00%) 

3.83 (76.67%) 

Source: Questionnaire Survey through Forms 6-1 and 6-2 of Monitoring System

In the 5th Questionnaire Survey (January 2016), since the total ratings of Q1 to Q10 on average in the

model districts/regions exceeded 3.75, the target value, this indicator has ultimately been achieved.

Also, all the rating items assessed by both RS Engineers (evaluation by another person) exceeded 3.75,

the target value. On the other hand, for the self-evaluation by Council Engineers/Technicians in the

model districts, the rating items below 3.75, the target value, were “road structure design and drawing

66

(Q3)”, “time management (Q8),” and “record-keeping skills (Q10)” in Iringa DC only. Regarding the

design and drawing of Q3, the greater enhancement of these technical skills is required through the

dispatch of an expert who can instruct the topic and provide the training opportunity. With reference to

the time management of Q8, the reduction and delay of the road maintenance budget made it difficult

to execute and manage the works. For the record-keeping skills of Q10, the Council

Engineers/Technicians in Iringa DC perceived the need for recording the progress and completion of

road maintenance works and sharing the information within the office. It seems that the C/Ps try to

enhance and promote their own skills and knowledge. For the purpose of nationwide expansion in the

future, it is necessary for the Council Engineers/Technicians to cultivate their abilities and improve

their skills and knowledge in each item (Q1 - Q10) through the continuation of their own efforts as

resource persons in Tanzania.

Also, an upward trend is generally observed in the comparison of the last three questionnaire surveys

(refer to Figures 3-4 and 3-5). In particular, the ratings of all items, except for the above-mentioned

three items assessed by the Council Engineers/Technicians in Iringa DC, exceeded 3.75, the target

value, in the 5th Questionnaire Survey.

Comparing the spider charts of the results of the 4th and 5th Questionnaire Surveys, shown in Figure

3-6 (Chamwino DC) and Figure 3-7 (Iringa DC), it is sure that the areas in the charts have gradually

increased. In particular, in Chamwino DC, the rating results of the RS Engineers and Council

Engineers/Technicians closely overlapped, and the results have come close to a round shape, balanced

among each item. In Iringa DC, the rating results have gradually become balanced (rating results of

RS Engineers), although there remain some differences between them. Ideally, it is desirable to come

to a “round shape,” balanced among each item, rather than a “polygonal shape,” unbalanced among

them. Ultimately, it is crucial to expand the area of round shape and overlap the rating results of RS

Engineers and Council Engineers/Technicians.

67

2.00

2.50

3.00

3.50

4.00

4.50

5.00

January, 2016

June, 2015

February, 2014

Target Value = 3.75

2.50

3.00

3.50

4.00

4.50

5.00

January, 2016

June, 2015

February, 2014

Target Value = 3.75

Change in the rating results by RS Engineers in Dodoma Region   

Change in the rating results by Council Engineers/Technicians in Chamwino DC   

Figure 3-4 Change in the rating results of the practical skills and knowledge of Council Engineers/Technicians by RS Engineers (evaluation by another person) in Dodoma Region and

Council Engineers/Technicians (self-evaluation) in Chamwino DC (from 3rd to 5th Questionnaire Surveys)

2.00

2.50

3.00

3.50

4.00

4.50

5.00

January, 2016

June, 2015

February, 2014

Target Value = 3.75

2.00

2.50

3.00

3.50

4.00

4.50

5.00

January, 2016

June, 2015

February, 2014

Target Value = 3.75

Change in the rating results by RS Engineers in Iringa Region   

Change in the rating results by Council Engineers/Technicians in Iringa DC   

Figure 3-5 Change in the rating results of the practical skills and knowledge of Council Engineers/Technicians by RS Engineers in Iringa Region and Council Engineers/

Technicians in Iringa DC (from 3rd to 5th Questionnaire Surveys)

68

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Q1. Planning capacity

Q2. Road inventories

Q3. Design and/ordrawing

Q4. Budget request

Q5. Contents of BOQ

Q6. Inspection tasks

Q7. Technical advices

Q8. Timemanagement

Q9. Communication

Q10. Record keeping

RS Eng.

District Eng. and Tech.0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Q1. Planning capacity

Q2. Road inventories

Q3. Design and/ordrawing

Q4. Budget request

Q5. Contents of BOQ

Q6. Inspection tasks

Q7. Technical advices

Q8. Timemanagement

Q9. Communication

Q10. Record keeping

RS Eng.

District Eng. and Tech.

TARGET VALUE

Results of 4th Questionnaire survey (June 2015)    Results of 5th Questionnaire survey (January 2016)   

Figure 3-6 Comparison of the rating results between Council Engineers and Technicians (self-evaluation) in Chamwino DC and RS Engineers (evaluation by another person) in Dodoma

Region (4th and 5th Questionnaire Surveys)

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

Q1. Planning capacity

Q2. Road inventories

Q3. Design and/ordrawing

Q4. Budget request

Q5. Contents of BOQ

Q6. Inspection tasks

Q7. Technical advices

Q8. Time management

Q9. Communication

Q10. Record keeping

RS Eng.

District Eng. and Tech.

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Q1. Planning capacity

Q2. Road inventories

Q3. Design and/ordrawing

Q4. Budget request

Q5. Contents of BOQ

Q6. Inspection tasks

Q7. Technical advices

Q8. Time management

Q9. Communication

Q10. Record keeping

RS Eng.

District Eng. and Tech.

Target Value

Results of 4th Questionnaire survey (June 2015)    Results of 5th Questionnaire survey (January 2016)   

Figure 3-7 Comparison of the rating results between Council Engineers and Technicians in Iringa DC and RS Engineers in Iringa Region (4th and 5th Questionnaire Surveys)

(2) Indicator 2: Number of consultations by council engineers/technicians (including indicator 3

of Output 4)

Chamwino and Iringa DCs aim at increasing the opportunities for consultations on rural road

maintenance between contractors and Council Engineers/Technicians. The numbers of consultations

by district engineers/technicians in FY 2013/2014 are shown in the table below. In particular, as direct

consultations on sites greatly influence the perfection level of roads, it is crucial to provide proper

instructions for contractors on sites. That is why the gradual increase in the numbers of consultations

in the past two years is highly meaningful.

In addition, the numbers of consultations in the disseminated districts in FY 2014/15 are shown in

Table 3-10. It is expected that the numbers of consultations in FY 2015/16 will exceed those in FY

69

2014/15.

Table 3-10 The numbers of consultations provided by Council Engineers/ Technicians in the

model and disseminated districts (FY 2013/14 – FY 2014/15)  

FY 2013/14    FY 2014/15   

Model 

Districts   Chamwino District 

30 times   

(including 12 pilot projects)   

36 times   

(including 9 pilot projects)   

Iringa District 56 times   

(including 10 pilot projects)   

62 times   

(including 15 pilot projects)   

Disseminated

 

Districts   Kondoa District  ―  31 times   

Mufindi District  ―  20 times   

Source: Form 7 of Monitoring System

 

(3) Indicator 3: The ratio of LBT works to all the maintenance works

With reference to the ratio of LBT works to all the maintenance works, Chamwino and Iringa DCs aim

at attaining 20%, and they exceeded the target value in FY 2014/15. The achievements in the past four

years are shown in Table 3-11 below.

Table 3-11 The ratio of LBT works to all the maintenance works in the model districts

(FY 2011/12 – 2014/15)

 FY 2011/12    FY 2012/13    FY 2013/14    FY 2014/15   

Model 

Districts  

Chamwino 

District 0.0％  4.8％ 16.67％ 35.71％14 

Iringa 

District 23.8％  15.4％ 56.25％ 23.53％ 

Source: Form 5 of Monitoring System

3.2.5. Important Assumptions

(1) Important Assumptions for the Achievement of the Outputs

1) Institutional arrangement for rural road maintenance is not changed from the PMO-RALG to

another governmental institute.

Since PMO-RALG operates and manages rural road maintenance works at this time, this assumption

is fulfilled.

2) During the cooperation period, the RS engineers capacitated by the Project continue working

in their respective positions at the RS offices in the respective regions.

14 This percentage includes the number of road maintenance works in combination with EBT and LBT.

70

Since the RS Engineers capacitated by the Project are continuing to work in their respective positions

in Dodoma and Iringa Regions at this time, this assumption is fulfilled.

3) Budget disbursement for rural road maintenance is not severely delayed in the model and

disseminated districts of the respective regions.

The budget disbursement from the Ministry of Finance to Road Funds was delayed in FY 2014/1515,

and it affected the budget for rural road maintenance. For example, Iringa DC had received 60.6% of

the total approved budget as of the end of June 2015. Kondoa and Mufindi DCs received only 33.5%

and 34.0% of the total approved budget, respectively.

The project activities and the indicators are not largely influenced by this condition. However,

supervision by Council Engineers and Technicians was not carried out properly because the budget

necessary for transportation to sites was not disbursed sufficiently. Furthermore, payments to some

contractors were left unpaid for a while because of the delay of budget disbursement. Accordingly, the

contractors fell into arrears of wages to the community people participating in LBT works.

(2) Important Assumption for the Achievement of the Project Purpose

1) During the cooperation period, the district engineers capacitated by the Project continue

working in their respective positions in the model and disseminated districts.

Model Districts

Since the District Engineers (DEs) capacitated by the Project are continuing to work in their respective

positions in Chamwino and Iringa DCs at this time, this assumption is fulfilled.

Disseminated Districts

Although the former DE in Kondoa had been working at his office as of the end of FY 2014/15, a

newly appointed DE came to the office at the beginning of FY 2015/16. Afterwards, as he has been

participating in the AMTC, LBT specifications meeting, etc., there is the prospect that the DE will be

able to perform the project activities properly.

The former DE in Mufindi transferred in August 2014, and a newly appointed DE came to the office

three months after the beginning of FY 2014/15. It is considered that this condition does not severely

affect the achievement of the Project Purpose.

3.2.6. Technical Transfer for Continuous Monitoring Operations (Activity 2-3)

In preparation for the termination of the Project in March 2016, a monitoring W/S was held in the

Dodoma and Iringa Regions (on 26 January 2016 in Dodoma and 29 January in Iringa: the W/S

agenda is shown in Table 3-12 (1) (2) and the participant list in Table 3-13 (1) (2)). Because the 15 Although the road maintenance budget in FY 2015/16 is likely to be cut down by 50%, the precise percentages in each district council will be revealed after the end of FY 2015/16.

71

Project will be terminated before the end of the financial year of Tanzania, C/P shall collect the data

and information that will be extracted and settled after the end of the financial year. Thus, the

Monitoring Expert provided instructions on the overall picture of M/S, the indicators necessary for the

monitoring operations, the method of data entry for each form, etc., for the C/P during the W/S. Also,

the persons in charge of the collection and aggregation of monitoring results were decided as shown in

Table 3-14, i.e., “Who does what and how.” In any way, the Council Engineers/Technicians collect the

data and information in each district after the end of FY 2015/16, and PO-RALG aggregates and

summarizes them. Ultimately, PO-RALG needs to submit the achievements of the Project with the

indicators to the JICA Tanzania Office.

Table 3-12 (1) Agenda of Monitoring W/S in Dodoma Region (26 January, 2016)

Time    Contents   

9:30 – 10:10  1. Briefing of the Project Concept (PDM and PO/APO) 

  2. Explanation of Monitoring System (M/S) 

10:10 – 11:10  (1) Monitoring mechanism with the conceptual diagram

11:10 – 11:40  Tea Break   

11:40 – 14:00  (2) Discussions on each Form (Form 1‐7) by the facilitators as follows: Form 1: Makandi Form 2: Shama Form RALG‐1: Makandi Form 3: Expert Form 4: Makandi Form 5: Makandi Form 6: Mkwata Form 7: Mpinzile 

14:00 – 15:10  Lunch Break   

15:10 – 15:25  (3) Presentation on the project indicators extracted from the M/S

15:25 – 15:55  (4) How to read and use the data and information of Form 1‐7 with the files saved in your PC 

15:55 – 16:20  (5) Data that shall be collected after the end of FY 2015/16 in the model and disseminated districts   

Table 3-12 (2) Agenda of Monitoring W/S in Iringa Region (29 January, 2016)

Time  Contents 

9:35 – 10:25  1. Briefing of the Project Concept (PDM and PO/APO)   

  2. Explanation of Monitoring System (M/S) 

10:25 – 11:30  (1) Monitoring mechanism with the conceptual diagram 

11:30 – 12:00  Tea Break   

12:00 – 14:10  (2) Discussions on each Form (Form 1‐7) by the facilitators as follows: 

Form 1: Munissi 

Form 2: Mwagogo 

Form RALG‐1: Munissi 

Form 3: Expert 

Form 4: Munissi 

Form 5: Munissi 

72

Form 6: David 

Form 7: Kasongo 

14:10 – 15:25  Lunch Break   

15:25 – 16:05  (3) Presentation on the project indicators extracted from the M/S 

16:05 – 16:40  (4) How to read and use the data and information of Form 1‐7 with the files saved in 

your PC 

16:40 – 17:10  (5) Data that shall be collected after the end of FY 2015/16 in the model and 

disseminated districts   

 

Table 3-13 (1) Participant List in Dodoma Region (26 January, 2016)

Name    Position    Organization   

Eng. Nanai Nyariri    Executive Engineer    PO‐RALG   

Eng. Mkwata M. M.    RS Engineer    RAS Dodoma   

Eng. Godwin S. Mpinzile    District Engineer    Chamwino DC   

Qs. James M. Lukindo    Quantity Surveyor (District)    Chamwino DC 

Mr. Makandi Mange    Head of Road Technician    Chamwino DC 

Mr. Shama Amanzi    Road District Technician    Chamwino DC 

Eng. Msafiri Seleman    Road District Engineer    Chamwino DC 

Eng. Albert Maswaga    Building Engineer    Chamwino DC 

Ms. Evelin Malilo    Technician    Chamwino DC 

Eng. Meddah Donasian    Engineer    Kondoa DC 

Mr. Ibrahim A. Ntomola    Technician    Kondoa DC 

Mr. Magola Elias Lungwecha    Technician    Kondoa DC   

Ms. Mayura Tsukamoto    JOCV  Kondoa DC   

Table 3-13 (2) Participant List in Iringa Region (29 January, 2016)

Name    Position    Organization   

Eng. David Mwakalalile    RS Engineer    RAS Iringa 

Eng. Leopold Runji    District Engineer    Iringa DC 

Eng. Anyitike Kasongo    Engineer    Iringa DC 

Eng. Fidelis Shirima    Engineer    Iringa DC 

Mr. Nestory Chacha    Quantity Surveyor    Iringa DC 

Mr. Baraka Munissi    Technician    Iringa DC 

Mr. Subira Munissi    Technician    Iringa DC 

Mr. Ncholaus Mwagogo    Technician    Iringa DC 

Mr. Alan Mhauka    Technician    Iringa DC 

Ms. Elvira Wilbard    Technician    Iringa DC   

Eng. Peter Johnson    District Engineer    Mufindi DC   

Eng. Dickson Mkokota    Engineer    Mufindi DC   

Mr. Aidani Maliva    Engineer    Mufindi DC   

Mr. Haji Shabani    Technician    Mufindi DC   

Mr. Naoya Kaneko    JOCV    Mufindi DC   

73

Table 3-14 Persons in charge of each Form in Model and Disseminated DCs

Forms    Chamwino    Iringa    Kondoa    Mufindi   

Form 1    Makandi    Munissi    Maombi    Maliva   

Form RALG‐1    Makandi    Munissi    Maombi    Mpaglke   

Form 2‐1 & 2   Msafiri   (Shama)   

Mwagogo   Kibegenza   

Meddah   Ntomolah   (Supported by Msafiri and Shama)   

Maliva   Mpaglke   (Supported by Mwagogo and Kibegenza)   

Form 3    ―    ―    ―    ―   

Form 4   Makandi   (Signed by Mpinzile and Mkwata)   

Munissi Kajange   (Signed by Runji and David)   

Magola   (Signed by Myaule and Mkwata)   

Peter   Mkokota   (Signed by Peter and David)   

Form 5    Shama   Munissi Shirima   

Maombi    Mkokota   

Form 6‐1 & 2    ―    ―    ―    ―   

Form 7    Mpinzile   Runji Kasongo   

Myaule   Peter   Maliva   

 

74

4. Terminal Evaluation JICA dispatched the Terminal Evaluation Team to the United Republic of Tanzania from 7th to 25th

August 2015, with the project period remained of approximately 7 months. The Terminal Evaluation

has been undertaken by the Team and Tanzania authorities concerned.

Objective of the Terminal Evaluation

Objectives of the Terminal Evaluation are as follows:

a. To review the achievements and assess the major outcome of the Project according to the Project

Design Matrix (PDM)

b. To clarify problems and issues to be addressed for the successful implementation of the Project for

the remaining periods

c. To evaluate the project according to the five evaluation criteria(See details in 3.1), i.e. relevance,

effectiveness, efficiency, impact and sustainability

d. To review and revise the PDM if necessary

Members of the Team

Mr. Hiroshi TAKEUCHI  Leader Director, Transportation and ICT Group,   Infrastructure and Peacebuilding Department,   Japan International Cooperation Agency (JICA) 

Mr. Kiyohito SHIMADA Project Coordinator

Transportation and ICT Division 2, Infrastructure and Peacebuilding Department,   Japan International Cooperation Agency (JICA) 

Mr. Masaya OMAE Evaluation Analyst  

General ManagerSuccess Project Management Office Co., Ltd. 

 

4.1 Results of the Terminal Evaluation

(1) Achievement of the Project Purpose

Table4-1 Rating of Achievement of Project Purpose

Rating of Achievement A: It will be satisfactory achieved by the end of the Project B: It will be almost but not fully achieved by the end of the Project C: It will be difficult to be achieved by the end of the Project 

 

Indicator 1 Indicator 2 Indicator 3

A B A

Project

Purpose：

Administrative services of rural road maintenance provided by LGAs are

improved in the target areas, and its nationwide expansion approach is developed.

Overall

Achievement

The Project Purpose will be fulfilled until the end of the Project because the

maintenance status of rural roads in model and disseminated districts have been

developing at a certain levels respectively although there are some up and down

according to the results of surveys conducted for the community people who were

75

involved in the pilot projects in the model and disseminated districts showing the

positive status, such as “Good” and “Fair”.

Also the satisfaction ratings of contractors showed almost at the target level of

75% satisfaction according to the results of surveys.

Furthermore, the percentage of the rollover funds for rural road maintenance

showed properly low enough values comparing to the target values.

The approach for the nationwide expansion has been securing developing both on

technically and administratively as clearly observed in the achievement of

Outputs, especially Output 4; however it is necessary to take necessary measures

to secure the budgets and to increase human resources in proportion to the huge

burden for its nationwide expansion.

Verifiable Indicators Achievement Level

1  The maintenance

status (Good, Fair,

and Poor) of rural

roads is improved in

the model and

disseminated districts

of the respective

regions.

The results of Maintenance status of rural roads in Model Districts such

as, Chamwino and Iringa DC from 2012 to 2015 and Disseminated

Districts, such as Kondoa and Mufindi DC are as follows. Total values of

Good and Fair indicate steady-going development over the target values

of 80% in Chamwino and 70% of Iringa until FY 2013/14 but just

downturned in Chamwino in FY 2014/15. This is because the total

length of road network in Chamwino was extended from around 600 to

1,040km. However, the percentage exceeds 90% if the road network is

retained as it was. In Disseminated Districts, these values show good

results in an early stage.

 Table 4-2 Maintenance status of rural roads

in model and disseminated districts   FY 2011/12 FY2012/13 FY2013/14  FY2014/15

Chamwino 74.71% 79.04% 81.5%  73.70%

Iringa  60.16% 66.36% 71.29%  92.49%

Kondoa Nil. Nil. 63.34%  77.35%

Mufindi Nil. Nil. 63.09%  57.08%

(Source: Form 1 of Monitoring System)

 

2 The satisfaction

ratings of the

contractors/

community people in

the model and

disseminated districts

of the respective

According to the result of the questionnaire survey conducted in

February 2014 and June 20151, “Satisfaction ratings of contractors in

Chamwino and Iringa DC” shows that they were exceeded at 1st survey

but downturned at 2nd survey as shown in the table below; however they

are still almost same level of target values.

 

 

1 This survey is targeted for the contractors and community people who were involved in the pilot projects implemented after the commencement of the Project

76

regions exceed

75/75% (Chamwino

and Iringa) on

average with

reference to rural

road maintenance

works or status.

Table 4-3 Satisfaction ratings of contractors in Chamwino DC and Iringa DC

  1st Survey   (February 2014)   

2nd Survey   (June 2015)   

Chamwino 

Iringa  Chamwino  Iringa 

Number of responders

5 14 11  11 

Total Rating on Average (Q1 – Q10) 

76.0%  (3.80)

87.3%(4.36)

72.9% (3.65) 

72.4% (3.62) 

(Source: Questionnaire survey through the Form 2-1 of Monitoring System)

 

On the other hand, the result of the questionnaire survey conducted in

parallel with the above mentioned survey such as “Satisfaction ratings of

community people in Chamwino and Iringa DC” shows that a

steady-going development to almost reach the target value in Chamwino

DC and already achieved in Iringa DC. The satisfaction rating by

community people in Chamwino is lower than Iringa because they may

feel such uneasiness due to the unexpected drainage flows to their own

areas. It is necessary to take a preliminary survey on community needs

precisely.

Table 4-4 Satisfaction ratings of community people

in Chamwino DC and Iringa DC   1st Survey   

(February 2014)   2nd Survey   (June 2015)   

Chamwino Iringa Chamwino  Iringa 

Number of responders

36 43 171  148 

Total Rating on Average (Q1 – Q10) 

50.1%(2.50)

77.7%  (3.89)

66.5% (3.32) 

82.7% (4.13) 

(Source: Questionnaire survey through the Form 2-2 of Monitoring System)  

3 The percentage of the

rollover funds for

rural road

maintenance is

decreased in the

model and

disseminated districts

of the respective

regions.

With reference to the percentage of the rollover funds for rural road

maintenance, all districts, such as the model districts and disseminated

districts attained the level below 15% as follows.

Table 4-5 The percentage of the rollover funds for rural road maintenance in the model and disseminated districts

                      FYName 

2011/12  2012/13 2013/14  2014/15

Chamwino   60.59% 1.23% 10.03%  1.23%

Iringa 12.03% 15.10% 4.60%  0.00 %

Kondoa Nil. Nil. 21.48%  3.64%

Mufindi Nil. Nil. 32.13%  0.51%(Source: Form RALG-1

“Summary of Committed and Uncommitted Action Plan” by PMO-RALG)

77

(2) Achievement of the Outputs

Table 4-6 Rating of Achievement of Outputs

Rating of Achievement A: It will be satisfactory achieved by the end of the Project B: It will be almost but not fully achieved by the end of the Project C: It will be difficult to be achieved by the end of the Project 

 

Indicator 1-1 Indicator 1-2

A B

 

Output 1 : The capacity of PMO-RALG for coordinating and supporting LGAs in

collaboration with MOW on rural road maintenance is strengthened.

Overall

Achievement：

The Output 1 will be secured until the end of the Project.

Activities for strengthening the capacity of PMO-RALG for coordinating and

supporting LGA are conducted, the Rural Road Maintenance Operational

Guidelines was authorized by MOW in 10th December, 2014 and printed and

bounded on February 2015 which are waiting for reaching towards the target value

of utilizing rates by the RSE and DE to exceed 80% from the latest value of

68.18% in August 2014.

On the other hand, even though the following Verifiable Indicators from 1-1 and

1-2 are to be fulfilled, the most important effort should be paid for further

development, such as 1) to collect information and data from the model districts,

2) to analyze and 3) to share among all the stakeholders. Such information sharing

will contribute to the further effective planning by PMO-RALG and the

self-reliant efforts for continuous development at site for each district.

Verifiable Indicators Achievement Level

1-1 The Rural Road

Maintenance

Operational

Guidelines are

authorized by MOW.

Secured

The operational guidelines were provided by the strong initiative of

the Tanzanian side and finally approved by MOW. The guidelines

were formally printed and bound on February 2015 and the guidelines

launch ceremony was held in Dar es Salaam on 10th March, 2015.

Therefore the indicator 1-1 was successfully secured; however this is

not completed perfectly but continued to revise periodically to meet

with the actual situation in the future.

1-2 The percentage of

the RS and district

engineers utilizing

the operational

guideline distributed

by PMO-RALG and

Partially Secured

The result of 1st questionnaire survey responded by forty-four (44)

in August 2014 shows the percentage of RS/council engineers utilizing

the Operational Guidelines 68.18% and reaching towards the target

value to exceed 80% (Source: Questionnaire survey through the Form

3 of Monitoring System). The latest result will be confirmed soon at

78

MOW exceeds 80%

across the mainland

of Tanzania.

the Engineers Day at the end of August, 2015.

RSEs play a major role in dissemination and promotion and are in

charge of coordination for technical transfer to dissemination

districts. RSEs are also in charge of similar tasks for dissemination

working groups in the regions. In working groups, the Project

provides training on GIS, medium/long-term plan and support RSEs to

manage the working groups. In addition, the Project explained

AMTC (Annual Monitoring and Training Cycle), which is a

monitoring and training plan for sustainable technical transfer, to

RSEs and DEs.

 

Indicator 2-1 Indicator 2-2

A B

 

Output 2 : The rural road maintenance procedure of the LGAs is strengthened in the model

districts.

Overall

Achievement：

The Output 2 will be secured until the end of the Project.

Activities for strengthening the rural road maintenance procedure of the LGAs

have been conducted as planned. Output 2 is likely to be achieved based on the

achievement of activities at the Terminal Evaluation because the Annual Rural

Road Maintenance Plan covered necessary items based on the checklist.

On the other hand, the target values of road maintenance completion in the

model districts (over 85%), it was reached 92.86% in Chamwino but 70.59% with

a sideways movement since 2011/2012 in Iringa.

Although these series of works may let the persons in charge impose a heavy

burden every year, all the related persons should increase awareness about the

importance of proper planning in advance to acquire necessary budget for

necessary works timely and logically.

Verifiable Indicators Achievement Level

2-1 Annual Rural Road

Maintenance Plan

prepared by the

LGAs in the model

districts contains

necessary items

based on the

checklist.

Secured

The Annual Rural Road Maintenance Plan was prepared on the

basis of the medium- and long-term rural road maintenance plan, the

prioritization of rural road maintenance, etc. Also, the Plan contains

necessary items based on the checklist as required in the indicator 2-1

of the PDM. The specific items are shown below. Therefore the

indicator 2-1 was successfully secured. However, it is necessary to pay

attention to the assessment at the end of the year and comments from

the contractors engaged in the maintenance and the benefitted

communities in order to develop the level of the plan in the

79

succeeding year.

 Table 4-7 Items necessary for the Annual Rural Road

Maintenance Plan (1) Mid‐ and long‐term objectives (Vision)

(2) Annual objectives

(3) Strategies and specific activities for the annual objectives 

(4) Information of classified roads

(5) Information of rural road inventories

(6) Needs and priority ranking

(7) Selection of rural road maintenance works

(8) Coverage of road network

(9) Preliminary schedule

(10) Procurement procedures

(11) Work type

(12) Type of structures

(13) Road name

(14) Application of LBT and/or EBT

(15) Surface type

(16) Distance (km)

(17) Time frame of rural road maintenance works

(18) Supervision by qualified person(s)

(19) Establishment of unit costs for road maintenance works 

(20) Total cost (TSH)

(21) Cross‐cutting issues (environment, gender)

(Source: Mid-term Progress Report by Consultant (2nd Year) in June 2015)

 

2-2 The percentage of the

road maintenance

works completed by

contractors

(including defect

liability period) for

all the maintenance

works in the Plan

exceeds 85%

Chamwino and

Iringa) within the

financial year.

Partially secured

Related to the achievement of target values of road maintenance

completion in the model districts (over 85%), it was reached in

Chamwino but in Iringa. Four (4) years’ progress are as follows. The

reason of low rate Iringa came from the geographical difficulty

comparing to Chamwino, such as bumpy and rocky surface, longer

distance, blockage by river and so on.

The achievement values in the disseminated districts, Kondoa and

Mufindi, were surveyed newly as 78.13% and 70.00% respectively

which show a good results in an early stage.

The standard rate of 85% for completion works is better to be revised

based on the characteristics of each district from the perspectives, such

as technical or financial difficulty, immediacy and others. Such a

decision making process should be resulted taking findings of

stakeholders into consideration and reflected into the Operational

Guidelines.

80

Table 4-8 Percentages of the road maintenance works Completed in the model districts

                    FYName 

2011/12 2012/13 2013/14  2014/15

Chamwino 45.5% 95.2% 91.67%  92.86%Iringa 76.2% 76.9% 75.00%  70.59%

(Source: Form 5 of Monitoring System)  

  

Indicator 3-1 Indicator 3-2 Indicator 3-3

B A A

Output 3 :

The practical skills and knowledge of responsible organizations (concerned

departments of the LGAs, contractors, etc.) on rural road maintenance are

improved through the LBT application in the model districts.

Overall

Achievement：

The Output 3 will be secured until the end of the Project.

The practical skills and knowledge of responsible organizations (concerned

departments of the LGAs, contractors, etc.) on rural road maintenance are

improved through the LBT application in the model districts. However it is

expected to reach the target value of DE/DT in Iringa DC from slightly below

of 3.60 to 3.75.

Apart from the statistics, it is obvious that the skills and knowledge have

been improving because of the completed rural roads constructed by LBT

comparing to such roads by EBT

For the further improvement of the LBT application to the rural road

maintenance, PMO-RALG decided to secure at least 20% of the maintenance

works in all of the districts even though the latest rate is low. This policy will

assist to promote the LBT nation widely.

Verifiable Indicators Achievement Level

3-1 The rating of district

engineers and

technicians on their

practical skills and

knowledge exceeds

3.75 (1 to 5 scales)

Chamwino and

Iringa) on average in

the model districts.

Partially secured

The result of the questionnaires survey from September 2013 to

June 2015 related to the “Overall rating on practical skills and

knowledge” is as follows. Such ratings are over 3.75 except DE

(District Engineer) in Iringa DC; however improving steadily year by

year. (RSE: Regional Secretary Engineer, DE: District Engineer, DT:

District Technician)

Table 4-9 The total rating on average results of engineers and

technicians in Chamwino and Iringa DC on their practical skills and knowledge

  September, 2013  February, 2014  June, 2015 

81

RSE  DE/DT RSE  DE/DT  RSE  DE/DT

Chamwino2.64

(52.9%)3.46

(69.1%)2.57

(51.3%)3.52 

(70.3%) 3.97 

(79.4%) 3.89

(77.7%)

Iringa 3.04

(60.8%)2.89

(57.8%)3.28

(65.5%)3.26 

(65.3%) 4.06 

(81.2%) 3.60

(72.0%)

(Source: Questionnaire survey through the Form 6-1 and 6-2 of Monitoring System)

3-2 The number of

consultations on

rural road

maintenance

between

contractors and

district engineers

and technicians is

increased in the

model districts.

Secured

Chamwino DC and Iringa DC have been aiming at increasing the

opportunities for consultations on rural road maintenance between

contractors and district engineers/technicians. The number of

consultations by district engineers/technicians in FY 2013/2014 and

FY 2014/2015 are shown in the table below with good values.

Table 4-10 The number of consultations provided by the district

engineers/technicians in model districts         FYName 

2013/14    2014/2015 

Chamwino District, Dodoma Region 

30 times 

(incl. 12 pilot projects）

36 times   

(incl. 9 pilot projects) 

Iringa District, Iringa Region 

56 times 

(incl. 10 pilot projects）

62 times   

(incl. 15 pilot projects) 

Kondoa District,Kondoa Region 

Nil.  31 times   

Mufindi District,Mufindi Region 

Nil.  20 times   

(Source: Form 7 of Monitoring System)

 

The following comments were given at the consultations in the

model districts.

Table 4-11 Statistics and comments at consultations in the model districts

Chamwion Iringa Mufindi Kondoa  Total  Rate 

Construction work control

14  37  7  14  72  43% 

Sample  of  Consultation  Comments:  Equipment  utilization:  Construction was made  to  the  contractor  to hire  the equipment,  such as  towed grader, water bozzer, and pedestrian roller, during compaction. 

Quality Control 

11  26  4  8  49  30% 

Sample  of  Consultation  Comments:  Concreate works: At  the  first  contractor proposed  to use  the aggregates  from  the  locally made stones, but  the office instructed  him  to  bring  the  aggregates  from  Mswiswi  in  Mbeya  which  is approved by our office. 

Schedule Management

4  8  8  5  25  15% 

Sample of Consultation Comments: Watering and compaction: The contractor was  advised  to  share water  bowser with  other  LBT  contractor  to  fasten  the 

82

speed of camber formation. 

Safety Management

4  8  1  4  17  10% 

Sample of Consultation Comments: Drainage works: Insuring the contractor on excavation of cathwater and mitre drains. 

Others  3  0  0  0  3  2% 

Sample of Consultation Comments: Gravelling  works:  Inculeds  excavate  garavel  removal  boudders,  stock  piles, load,  houl  up  5km,  off  load,  spread,  watering  and  compacting  to  average 150mm thick. 

Total number of comments: 166

(Source: Form 7 of Monitoring System)

 

3-3 The ratio of LBT

works to all the

maintenance works is

increased in the

model districts.

Secured

The ratio of LBT works to all the maintenance work in the past three

(3) years in Chamwino has been improving steadily as shown in the

table below. However, it has been showing a seesaw tendency

because of the same geographical difficulties mentioned in the

indicator 2-2 above.

Table 4-12 The ratio of LBT works to all the road maintenance works in the model districts

                    FYName 

2011/12  2012/13 2013/14  2014/15

Chamwino District, Dodoma Region 

    0.0%  4.8% 16.67％  35.71％

Iringa District, Iringa Region 

23.8% 15.4% 56.25％  23.53％

(Source: Form 5 of Monitoring System)

 

Indicator 4-1 Indicator 4-2 Indicator 4-3

A B B

 

Output 4 : The dissemination mechanism for rural road maintenance approach within the

respective regions is established.

Overall

Achievement：

The Output 4 will be secured until the end of the Project but some indicators,

such as the completion rate and numbers of consultation on rural road

maintenance, will be confirmed from the beginning of a new fiscal year, 1st of

July 2015 and summarized for three (3) quarters at the end of the Project in

March 2016. And the annual statistics will be analyzed in June 2016 after the

completion of the project.

The Annual Rural Road Maintenance Plan contains necessary items based on

the checklist as required in the disseminated districts.

83

Furthermore, necessary equipment and materials were provided for the Project

implementation, such as tractor, water pump, spare parts and others. Such

equipment and materials were contributed for LBT application promotion and let

save the renewal expense within 5 (five) years according to the result of

monitoring. This leasing mechanism was confirmed as a feasible system. And

also the combination of necessary equipment as a set was discussed and

illustrated by some examples.

Verifiable Indicators Achievement Level

4-1 Annual Rural Road

Maintenance Plan

prepared by the

LGAs in the

disseminated

districts contains

necessary items

based on the

checklist.

Secured

As stated at the Output 2, Indicator 2-1 above.

4-2 The percentage of

the road maintenance

works completed by

contractors

(including defect

liability period) for

all the maintenance

works in the Plan is

increased within the

financial year.

Partially secured

The Annual Rural Road Maintenance Plan was prepared. The

technical instruction has been conducting in the disseminated district.

This indicator will be fulfilled in the end of June, 2016 after the

completion of the Project towards 85%.

Table 4-13 Percentages of the road maintenance works

Completed in the disseminated districts

FYName 

2014/15 

Kondoa 78.13% Mufindi 70.00% 

(Source: Form 5 of Monitoring System) 4-3 The number of

consultations on

rural road

maintenance between

contractors and

district engineers and

technicians is

increased in the

disseminated

districts.

Partially secured

The data will be commenced confirming from the beginning of a

new fiscal year, 1st of July 2015 and summarized for three (3) quarters

at the end of the Project in March 2016. And the annual statistics will

be analyzed in June 2016 after the completion of the project.

 

 

84

(3) Possible Achievement of the Overall Goal

Table 4-14 Rating of Achievement of Overall Goal

Rating of Achievement 

A: It will be satisfactory achieved by the end of the ProjectB: It will be achieved within five (5) years after the end of the Project C: It will be difficult to be achieved within five (5) years after the end of the Project 

 

Indicator 1 Indicator 2 Indicator 3

B B B

 

Overall Goal： The rural road maintenance procedure and services of LGAs in Dodoma and Iringa

Regions are improved.

Overall

Achievement

：

To achieve the Overall Goal is also expected to be fulfilled same as the Project

Purpose if the Tanzanian side takes necessary measures to secure the budgets and

to increase human resources. Also the LGAs should work to simplify and promote

the efficiency in order to reduce burden on each staff member.

In addition, the Operational Guidelines of Rural Maintenance should be always

utilized and be treated as the primary guideline for the rural road maintenance

cycle duties, such as planning, execution and assessment to feedback necessary

information for planning in the succeeding year.

Verifiable Indicators Achievement Level

1 Annual Rural Road Maintenance

Plans prepared by the LGAs of the

respective regions contain

necessary items based on the

checklist.

Will be fulfilled with a specific condition

As this kind of indicator was fulfilled for the

(Indicator 2-1) of the Output 2 in the model district, it

may be fulfilled in the other districts, if the necessary

human resources and budget are secured.

2 The percentage of the road

maintenance works completed by

contractors (including defect

liability period) for all the

maintenance works in the Plan is

increased within the financial year

in the respective regions.

Will be fulfilled with a specific condition

As this kind of indicator was fulfilled for the

(Indicator 2-2) of the Output 2 in Chamwino DC, it may

be fulfilled in the other districts, if the necessary human

resources and budget are secured.

3 The maintenance status (Good,

Fair, and Poor) of rural roads is

improved in the respective regions.

Will be fulfilled with a specific condition

As this kind of indicator was fulfilled for the

(Indicator 1) of the Project Purpose, it may be fulfilled,

in the other districts, if the necessary human resources

and budget are secured.

 

 

85

(3) Conclusion

In conclusion, the Team appreciated an enormous effort to achieve the Project Purpose by Tanzanian

side through a series of activities together with the Japanese expert team. Both sides confirmed

sufficient achievements and impacts were produced in principal as the result of the project activities.

As both sides observed, if the following conditions are sincerely secured autonomously by the

Tanzanian side, the tangible results will be created continuously to develop the rural traffic

environment for the better, healthy and convenient community life in rural areas in future.

First of all, it is expected to monitor the activities and indicators for FY2015/16, which were not

confirmed at the Terminal Evaluation because of the works waiting for the confirmation timing, end of

June 2016, although the project would be terminated at that time. Those indicators related to the

Output 4 (The dissemination mechanism for rural road maintenance approach within the respective

regions is established.), which shows the percentage of the completed maintenance works and the

number of consultations on rural road maintenance are necessary to measure the deepness of

establishing the sustainable technical transfer mechanism as well as the possibility for the nationwide

dissemination of the Project fruits.

Secondly, it is obvious to secure sufficient “Man, Machine and Money” are the key factors to proceed

to develop and promote so that super goal and overall goal will be attained.. In order to secure such

core conditions, PMO-RALG has a heavy duty to take a strong leadership.

As PMO-RALG has been trying to reinforce its capacity by the organizational reform since 1st July,

2015, the Team is willing to welcome for the further capacity development. Because it was observed

that human resource management such as so busy situation of RSEs and transfer of counterpart

engineers may hamper technical transfers in the Project progress process, some intervention or effort

might be necessary to promote the technical transfer in further large scale.

The Project activity proved that necessary LBT equipment promotes construction progress and even to

be replaced by self-absorbed leasing revenues. As per financial aspect, expenses for these kinds of

development are expected to be provided, mainly from the Road Fund continuously and increasingly

so as to match the current needs; however for the further dissemination of the result of the Project, the

Tanzanian side is recommended to make an attempt on securing the new sources of funding.

As reference, the Overall Goal is “The rural road maintenance procedure and services of LGAs in

Dodoma and Iringa regions are improved”, and the Super Goal is “Rural roads in whole Tanzania are

properly maintained through application of appropriate technology and methodology.”

4.2. Recommendations from the Terminal Evaluation Team

(1) Contribution to establish technical specifications for the LBT

The developing operational guideline is focused on improvement of the local government

86

administration services, and as for the present PDM, the technical issues for the targeted

regions/districts officers (e.g. RSE, DE) are not the major activities in the Project activity. However,

technical specifications for the LBT implementation are required for conducting appropriate order,

contract for LBT works and explanation to the auditor’s technical questionnaire.

<Within the project period>

Considering the situation mentioned above, the Team recommends again turning to look at the

recommendation at the Mid-term Review that the Project shall continuously challenge to help drafting

specification for the Pilot Projects by conducting the additional workshop, seminar and arrangement

for the meeting inviting the persons concerned as arranging now. LBT Specification meetings are

planed 3 times by the end of the project period, so this meeting should be surely conducted and it is

desirable that the drafted specification will be utilized for the next pilot projects. It is also important to

collect the needs for specification in model district and disseminated districts which Japanese expert

team have already started.

<After the project period>

The LBT specification needs to be finalized by PMO-RALG and then approved by MOW. Besides, the

team expects that stakeholders should improve above LBT specification in the process of

dissemination to other districts in the targeted regions and nationwide. This activity shall be crucial to

achieve the purpose of the Project by considering an additional input to encourage the dissemination

approach which is the super goal to be achieved.

(2) Comprehensive capacity of PMO-RALG to manage development and maintenance of rural

road

For the development of the capacity of PMO-RALG, it is necessary that PMO-RALG needs to be able

to organize information and data collecting, filing, analysing and releasing into the stakeholders. Such

proper information and data management will contribute to secure the management cycle based on the

planning, execution and assessment. This kind of approach will contribute to manage the nationwide

expansion of LBT.

For this organizational enhancement, the following measures are recommended by the Team.

<Within the project period>

The Japanese Project Team is required to give instructions to PMO-RALG related to the above

mentioned necessary know-how, on such as information and data collecting, filing, analysing and

releasing into the stakeholders in order to offer the higher level of capacity-building assistance to

PMO-RALG.

<After the project period>

Through such management mentioned above, PMO-RALG is required to grasp good practices and

87

challenge for the future, especially as the forefront, the Annual Rural Road Maintenance Plans should

be prepared based on such information and data properly.

(3) Effective direction for use of the operational guidelines of rural road maintenance

The Operational Guidelines for District Roads Maintenance is accepted as the first official guidelines

for the rural road maintenance in Tanzania. However, it further needs to be revised for the purpose to

be used conveniently and serve as fitted guidelines for the latest situation in Tanzania.

For this purpose, it is recommended PMO-RALG to pay attention for necessary timing to review and

revise the Guideline such as monitoring activities are conducted. When the guideline needs to be

revised, PMO-RALG should convene the meetings and revise with the stakeholders who has

participated the regular meetings on operational guideline, as it is described on the guideline article 2.8.

This meeting should be convened on Tanzanian sides’ initiative, which means PMO-RALG calls the

stakeholders, leads meeting and submits the revised draft guideline to MOW to get approval timely.

(4) Necessity of monitoring for indicators in end of June, 2016

The next annual monitoring will be conduct after the end of June, 2016 - after the project period. This

monitoring is quite important because the results show the situation and outcome of AMTC in

disseminated districts. For this reason, PMO-RALG needs to conduct the monitoring by itself around

July, 2016. The result of monitoring is expected to be shared with JICA Tanzania Office, before end of

July 2016.

(5) Necessary budget and qualified staff allocation

To secure the sustainability of the Project, needless to say, one of the most important challenges is to

reduce the budget shortfall and delay of disbursement and proper human resource management such as

attach more manpower to RSE offices for the smooth implementation of continuous development and

dissemination of fruits of the Project nation widely. The Team recommends strongly to take proper

measures for such important factors continuously within and after the Project period.

(6) Harmonization and collaboration with BEJDPO and other DPs activities

The Team pointed out the importance of collaboration with other DP financed projects such as

Tanzania First Business Environment for Jobs Development Policy Operation (BEJDPO1) supported

by World Bank and JICA, other technical assistance and financial support in rural road sector by

Europe Union, USAID, DFID, AFCAP and so forth, so that the each project can contribute for

generating synergy effect and complementing one another. Dissemination process such as holding

workshop together, support of human resource management of PMO-RALG and LGAs, procurement

of LBT equipment could be candidates of collaborative activities.

88

4.3. Lessons Learned

The history of technical assistance on LBT in Tanzania by JICA dates to the implementation of the

Project for Capacity Strengthening on Labor Based Technology (LBT) Training at ATTI in May, 2006.

The counterpart personnel and Japanese experts have been working towards to develop the poor

situation of rural road in Tanzania since the previous Project. As a result, the stakeholders related to

the rural road maintenance have accumulated a certain level of experience, skill and knowledge.

The following findings are said as referable to the further ODA project implementation not only in

Tanzania but also world widely.

(1) Initiative by C/P

Primary output from this Project is that the C/Ps prepared the Rural Road Maintenance Operational

Guidelines on their own initiative. The Project has been assisting to realize its autonomous

management of dissemination and stabilization of the Guidelines targeting until the end of Project

period. The approach of the Project may give recommendations to the other Project as the way to

respect activities by C/Ps their own initiative and to spread outputs from the district/region, zone and

to all the country.

(2) Communication in native language

The Japanese experts have been trying to communicate in the national language in Tanzania, Swahili.

This efforts have made communications with the C/P personnel smoothly and friendly.

(3) Monitoring in the Project

The Project has been conducting monitoring the process and achievement, and collecting necessary

information and data for the smooth implementation of the Project and the periodical evaluation

initiate by the specified expert cooperated with stakeholders. In addition, the counterpart personnel

have been working with the said expert based on the project management tool, PDM; therefore the

counterpart personnel understand the process well. At the same time, the format of questionnaires

provided by the said expert is under discussion to be added in the Operational Guidelines together with

the other management and assessment systems for the purpose to enhance both on internal and

external assessment systems.

(4) Depreciable Equipment Management

The set of equipment for LBT provided by JICA was used for the demonstration experiment for the

depreciable equipment management. As a result, it was confirmed to be depreciable within five (5)

years to be renew for keeping such equipment.

89

5. Other Important Activities  

5.1 Joint Coordinating Committee (JCC)

PMO-RALG and the Project convened the Joint Coordinating Committee (JCC) meetings as follows.

Table 5-1 RMSD Joint Coordinating Committee 2012-2016

Round  Date  Agenda  Participants

JCC‐1  4/Oct/2012  ・ Presentation of Plan of Operation and Annual Plan, Outline 

of the Project, 

・ Baseline Survey, Establishment of Model District, Direction 

of Capacity Development   

20 

 

JCC‐2  3/June/2013  ・ Presentation of Annual Plan, Progress Report  17 

JCC‐3  24/July/2014  ・ Progress of the Project, Achievement of the indicators 

・ Plan of the Operational 

・ PDM modification 

・ Disseminated District Selection 

・ Mid‐term Review 

32 

JCC‐4  20/Aug/2015  ・ Progress of the Project, Achievement of the indicators 

・ Terminal Evaluation 

・ Draft of the Road Map 

13 

JCC‐5  23/Feb/2016  ・ Achievement of the Project 

・ Summary of the Project Activities 

・ Proposal from the RMSD 

・ Road Map 

21 

 

 

5.2 Provision of Equipment

The Project procured the equipment for the project activities as follows. By the end of the project

period, those were officially provided to the Tanzanian side.

Table 5-2 Equipment Procured by the Project

 

 

 

 

 

 

 

 

 

 

 

Iringa DC Chamwino DC

1.Tractor 1. Tractor

2.Towed Type water Bowser 2.Vibrating Roller

3.Vibrating Roller 3. Plate Compactor

4.Plate Compactor 4. Engine Pump

5.Engine Pump

Operation Manegement Direct Direct

Maintenance Management Contract(TEMESA) Contract (TEMESA/Private)

Leasing Management Direct Direct

Fund Management Road Fund Account Road Fund Account

Equipment Procured by JICA

90

5.3 Conducting the Baseline Surveys

A Baseline survey was conducted in 2013 with the implementation sub-contracted to NIMETA

Consult Ltd. The terms of reference for the baseline survey are shown below.

Table 5-3 Contents of Baseline Survey (TOR)

Items  TOR

A: Road Inventory Survey  (1) The Consultant  shall  reviews  the Road  Inventory  survey of Dodoma  and 

Iringa regions. Both regions have 6 and 4 councils respectively. 

(2) Review  works  will  be  done  through  the  road  inventory  record  analysis (indicated road conditions as Good, Fair, Poor). 

(3) Above mentioned  records  can  get  available  at  each Regional  Secretariat 

Engineer  (RSE)  office  or  PMORALG  head  quarter  office  at  Dodoma. 

Supplemental  data,  such  as  “Local  Government  Road  Inventory  and 

Condition Survey  (LGRICS)” and “the Annual District Roads  Inventory and 

Condition Survey (ADRICS)” were available by JICA Team. 

(4) The  Consultants  shall  compile  inventory’s  data  on  the  Windows  Excel 

Sheet. 

(5) To  complement  data  accuracy,  the  consultant will  visit  at  least  two  (2) 

district roads per region for site surveying.

B: Investigations of Local 

Government Authorities 

(LGA’s) Capability 

(1) The Consultant shall reviews the District Capability of Dodoma and Iringa 

regions. Both regions have 6 and 4 councils respectively. 

(2) Items of review of the assignment are following; 

Personnel (name, affiliation, employee code, date of birth, etc.) 

Organization  (address,  chart,  number,  name  and  positions  of  staff, 

etc.) 

Position (position name, description, responsibility, salary level, etc.)

Annual budget (financial statements, balance sheets, annual/last five 

year,    breakdown of components), depends upon the availability of 

the respective data. 

Project  (project name, description, date  from, date  to,  site,  length, 

surface type, etc.)   

Construction Method  (type of works‐planning, required equipment; 

etc.) 

Training (name of training; objective, affiliation of participants, etc.) 

Registered contractors (CRB registration firms, registration record)   

Plants and equipment  for  road works  (name, number, managed by, 

date of purchase, condition) (if any) 

(3) Review works will be done through the district’s annual report and other 

documents.  Those  reports  can  get  available  at  the  each  Regional 

Secretariat  Engineer  (RSE)  office  or  PMORALG  head  quarter  office  at 

Dodoma. 

(4) The Consultants shall compile reviewed data on the Windows Excel Sheet.

(5) To  complement data  accuracy,  the  consultant will  visit  and  interview  at 

least two districts offices per region for Surveying. 

C:   Investigations of 

Districts Local Contractors 

Capability 

(1) The Consultant shall reviews the Council’s Local Contractor Capability of Dodoma and Iringa regions. Both regions have 6 and 4 councils 

respectively. 

(2) Items of review of the assignment are as follows; 

Personnel (name, affiliation, employee code, date of birth, etc.) 

Organization (address, chart, number, name and positions of staff, 

etc.)

91

Position (position name, description, responsibility, salary level, etc.)

Annual income (financial statements, balance sheets, annual/last five 

year, breakdown of components), depends upon the availability of 

the respective data. 

Machinery and equipment owned (name, number, date purchased, 

condition) 

Project (project name, description, date from, date to, site, length, 

surface type, etc.)   

(3) Review works will be done through the district’s annual report and other documents. Those reports can get available at the each Regional 

Secretariat Engineer (RSE) office or PMORALG head quarter office at 

Dodoma.   

(4) The Consultants shall compile the reviewed data on the Windows Excel 

sheets. 

(5) To complement data accuracy, the consultant will visit and interview at 

least 2 district offices in two Regions.

D:   Reporting  (1) The Consultants shall submit survey report based on compile review’s 

data. The report shall contain “Introduction of the Project”, “Methodology 

of the Survey”, “The summary of the collected data”, “Conclusion and 

remarks”, and Appendix with references.   

(2) The report should be submitted one week after the completion of the 

survey. 

(3) The report requires three (3) hard copies with compellation and one (1) 

soft copy for data file.

5.4. Modification of the PDM

As the need to modify PDM1 was agreed on the RD, PDM2 was developed through the confirmation

of the following points during the 1st JCC meeting (JCC-1) in the first year (refer to Annex 1 for the

differences between PDM1 and PDM2). The indicators were set up based on the results of the baseline

survey, targets of the Annual Performance Agreement, etc. In July 2014, PDM3 was also developed

during JCC-3; the identified target indicators were set up for the disseminated districts. In addition,

through the experiences of the project monitoring activities, the Project recognized that it is possible to

obtain all the indicators through the monitoring system without an impact survey.

5.5. Training in Japan

The Project conducted training in Japan from 23/August to 10/September 2014. The purposes of the

training are as follows;

Understand the mechanism of rural road maintenance administration

Understand rural road maintenance works in local government (inventory survey, mid-long term

plan, prioritization, annual plan, monitoring, etc.)

Acquire rural road evaluation system in local government

Understand the process of participatory road maintenance works (procurement and construction

control process)

Understand the trial of “Local Rules” (1.5 lane etc.) which adjusts for local needs, low traffic

92

volume

Acquire effective maintenance technology relating to rural roads (Do-nou technology etc.)

Table 5-4 Member of the Study Tour in Japan

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

5.6. Public Relations

The Project occasionally published “News Letters” on the JICA homepage website. The Project News

Letters highlighted the activities and progress of the Project. PMO-RALG and the Project also had the

opportunities to present the Project’s activities at the ILO international seminar in Cameroon in 2014,

and in Benin in 2015. The ILO international seminar is regarding the LBT participants. In October

2015, the executive engineer of PMO-RALG had a presentation at the seminar, and it attracted the

participants.

Participants for the ILO seminar in Benin  Eng.Nanai/PMO‐RALG presented in the seminar 

Figure5-1 Photos of ILO International Seminar in Benin 2015

 

No Name Title Organization

1 Hassan Swalehe MatimbeAssistant Director of

Urban RoadMOW (Ministry of Works)

2 Ezron Charles Kilamhama Principal EngineerInfrastructure Development Unit

PMO‐RALG

3 Justin Mathew Lyatuu  EconomistInfrastructure Development Unit

PMO‐RALG

4 Daudi Sweke Lucas Principal EngineerInfrastructure Development Unit

PMO‐RALG

5 David Michael Mwakalalile RSE Iringa Region

6 Mohamed Musa Mkwata RSE Dodoma Region

7 Asel Yesaya Kajange  Engineer Iringa DC

8 Baraka Sururu Munissi Technician Iringa DC

9 Mpinzile Godwin Samwel DE  Chamwino DC

10 Shama Saidi Amanzi  Technician Chamwino DC

93

6. Issues, Contrivance, and Lessons Learned  

The issues, contrivance, and lessons learned from the project operation are summarized as follows.

6.1. Lessons Learned from the Project Operation

(1) Ownership of the Tanzanian Counterpart

All the costs of operating the Project were absorbed by the Tanzanian side accordingly, as specified in

the Record of Discussion. PMO-RALG, the Regional Administrative Secretary and the model districts

were all cooperative and showed full ownership to operate the Project. In particular, which is

remarkable to note, the Operational Guidelines were produced by the initiative of the Tanzanian

counterpart, and the model districts covered all the costs of the pilot projects by utilizing the limited

resources of the Road fund. PMO-RALG also had the responsibility to secure the personnel required

by the Project. The ownership of the Tanzanian counterpart will be contributed to sustain the outputs

from the Project.

(2) Attract Engineers and Technicians through New Technologies

Through the operation of the technical training, the Project found that engineers and technicians were

attracted by the introduction of new technologies and new techniques. The new technologies or

techniques, such as GPS/GIS, Mapping, Hydrological Survey, and Structure Planning empowered the

participants. Mostly the technical training was designed with two parts: one for training in the office

through a series of lectures, and the other on site. Both contributed to the training being more practical.

The engineers and technicians are sincere and willing to acquire the new technologies. Some of the

engineers stayed late in the office to solve their issues by utilizing the new technologies, and others

visited the Experts during the weekends for additional training. The tools such as GPS receiver or

drive recorder introduced in the training course, also contributed to improving their efficiency.

(3) Insufficient Number of Equipment

1) GPS

GPS is an effective tool for inventory surveys. It remarkably improves the efficiency of measuring

road length. Although the Project provided GPS units to the model and disseminated districts, the

number of GPS was insufficient, i.e., only one respectively. Due to the insufficient number of GPS

units, the inventory survey took a long time to complete. It is recommended to secure at least two GPS

units for the districts to enhance the practical utilization of GPS.

2) PCs for Data Accumulation

The districts engineers and technicians normally use their own PCs for their work. There is no main

server to accumulate all the data of each district. Due to the risk of damage to one PC, or personnel

leaving after being assigned to another position, data accumulation in the districts is not secured. The

Project proposed securing of one main PC in each district to ensure safe data accumulation.

94

3) LBT Equipment

The Project procured a set of LBT equipment for each of the two model districts. As mentioned in the

lessons learned from the model districts, one set of LBT equipment is insufficient to encourage LBT

works for up to 20 % of all annual road works in the districts, as defined in APA (Annual Performance

Agreement). In addition, the LBT leasing system that the Project trialed, founded to share the LBT

equipment among the LBT contractors was not practical. This is because all the LBT contractors had

to implement the road works more or less at the same time, as contracted. Delay in LBT works due to

leasing LBT equipment at one site caused delays in LBT works at another site.

As mentioned in Chapter-1, it is recommended to clarify that the LBT leasing system shall be

managed by the districts while the accounting shall be the responsibility of the regions. Transferring

the accounting management to the regions will enable acceleration of financial income as funds from

the leasing system, thus making it possible to procure new equipment using the funds. The ideal

number of LBT equipment in each region is assumed to be half of the total number of districts in the

region, i.e., two sets of LBT equipment required for a region with four councils. In order to realize this,

a cost of around 100,000 to 130,000 USD per one set of LBT equipment is estimated, including

transport, spare parts and initial training. In view of the current budget in Tanzania for regional

administration, it is preferable that the Japanese side provides the equipment.

6.2. Lessons Learned from the Capacity Development

(1) Development of AMTC

The Project has developed the dissemination system of the project outputs as AMTC. It aims to

improve the administrative capacity of the disseminated districts by sharing the lessons learned from

the application of the Operational Guidelines, by transferring the technical skills from the model

districts. AMTC enables RSEs to monitor and instruct the practical procedure of the LGAs on a

quarterly basis, according to the Operational Guidelines. This regular monitoring by RSEs shall

contribute to improving the administrative capacity of LGAs, thus AMTC is developed as the

approach to attain the project purpose.

（2）Technical Training

As described in Chapter-3, there remains a serious need for technical training, in particular, on road

structure design and drawings. These technical skills, using software and tools, contribute to

significantly improving the effectiveness of the rural road works in the districts. PMO-RALG

requested the provision of further technical training by the Project, when the mid-term review team

evaluated the progress. It shows the high level of motivation of the engineers and technicians for the

acquisition of the technical skills. With respect for this request from the Tanzanian side, the Project

could not reach the level of their satisfaction due to the limited assignment of technical experts.

Providing further technical training to meet the requirement of Tanzania should have been

incorporated in the Project activities.

95

(3) Integration of Data, Standardize Operation System

As mentioned above, road data and information are managed individually in the districts. The Project

proposed to PMO-RALG the integration of road data, but it is still inactive due to the current

Government regulation for document numbering and the filing system.

Regarding the PC operation system, it varies from personnel to personnel. In the technical training of

QGIS, which requires downloading free software, some engineers succeeded in downloading the latest

version of January 2016 in Windows 7, while others were unable to download in Windows 8 or 10.

Moreover, DROMAS-2 has the aim to integrate the accumulation of rural road data and information in

all LGAs. To realize this, it is recommended to standardize the PC operation system in the districts.

(4) Assignment of Monitoring Expert

The Project assigned an expert for the monitoring. This assignment enabled regular monitoring of the

progress and achievement of the project. The results of the monitoring were shared among all the

counterparts during the regular meetings or JCC meetings. The introduction of monitoring forms and

the monitoring system contributed to visualizing the impacts of the pilot project on the community.

The results of the questionnaire to the contractors were also analyzed and shown in terms of the

percentages of their capacity of supervision. It seems that all of the experience is impressive for the

districts, as monitoring used to be only by the percentage of budget utilized, the quality of the works,

and the number of road works completed.

6.3. Lessons Learned from the Dissemination of the Output

(1) Collaboration to JOCV (Japan Overseas Cooperation Volunteers)

The Project collaborated with JOCV in the dissemination process. JOCV in the sector of public

administration was assigned in the disseminated districts, in Kondoa DC and in Mufindi DC. The

disseminated districts are in charge of transferring outputs from the model districts through AMTC. As

the experts normally stayed in the model districts, in Dodoma and in Iringa, the progress of the

dissemination has been mainly monitored by JOCV. As the assignment of JOCV was in the works

department of the disseminated districts, it was sometimes required to monitor the progress technically.

It seems difficult for JOCV to monitor the progress and issues technically. The collaboration with

JOCV shall be reviewed to assign those with appropriate experience and knowledge.

(2) Improvement of AMTC

It is essential for PMO-RALG to stabilize the outputs of the Project in the two model regions through

AMTC. The dissemination and stabilization of the contents of the Operational Guidelines shall be

approached to the overall goal of the Project. The lessons learned from the RSEs include some

proposals to improve AMTC regarding topic and timing.

As of the middle of February 2016, the sustainable securement of the budget for operating AMTC is

96

undefined. PMO-RALG is required to improve the AMTC with the consideration mentioned by the

RSEs, and secure the budget for operating AMTC.

(3) Institutional Enhancement of RSEs

It is crucial to secure the appropriate number of qualified RSEs. This point was mentioned in the

mid-term review and the terminal evaluation. In most of the region, the RSE is the only personnel

assigned. PMO-RALG, in this regard, requested the human resource department to increase the

number of qualified RSEs. By January 2016, additional assignment of RSEs had been conducted in

several regions out of the 28 in total. The further progress of the institutional enhancement of RSEs

shall be expected.

PMO-RALG was transferred from the “Prime Minister’s Office” to the “President’s Office (referred to

as PO-RALG)” in January 2016. The Infrastructure unit was reformed in PO-RALG to three divisions:

Urban, Rural, and Research Centre. The total number of engineers in the Infrastructure division has

exceeded 20 so far. This institutional enhancement reflects the importance of infrastructure

development in Tanzania. The Project team has the privilege of operating the project for rural road

development in these circumstances.

97

7. Recommendation for Further Action  

The overall goal, project purpose and outputs are listed as follows.

Overall Goal: The rural road maintenance procedure and services of LGAs in Dodoma and Iringa

regions are improved

Project Purpose: Administrative services of rural road maintenance provided by LGAs are

improved in the target areas, and its nationwide expansion approach is developed

Output-1: The capacity of PMO-RALG for coordinating and supporting LGAs in

collaboration with MOW on rural road maintenance is strengthened.

Output-2: The rural road maintenance procedure of the LGAs is strengthened in the

model districts.

Output-3: The practical skills and knowledge of responsible organizations (concerned

departments of the LGAs, contractors, etc.) on rural road maintenance are

improved through the LBT application in the model districts

Output-4: The dissemination mechanism for rural road maintenance approach within

the respective regions is established

The Road Map after the Project completion was presented by PMO-RALG in JCC-5. The Project

recommends the following as the conclusion of the Project, to encourage the steady progress of the

Road Map by the Tanzanian side.

7.1. Implementation of the Road Works to achieve the target value of the Overall Goal

The following three indicators are confirmed for the overall goal in Dodoma and Iringa regions.

Regarding the indicator for the annual plan of the districts (as described in indicator-1 below),

PMO-RALG is required to identify whether it is ng the annual plan proposed by the Project, or the one

for DROMAS-2 by August 2016, when PMO-RALG will reports the summary of the achievements of

outputs in FY 2015/2016 to the JICA Tanzania Office.

Table 7-1 Indicators and the means of verifications for the Overall Goal

Indicator-1: Annual Rural Road Maintenance Plans prepared by the LGAs of the respective

regions containing necessary items based on the checklist (means of verification from Form-4 in

the monitoring system)

Indicator-2: The percentage of the road maintenance works completed by contractors (including

defect liability period) for all the maintenance works in the Plan is increased within the fiscal year

in the respective regions. (means of verification from Form-5 in the monitoring system)

Indicator-3: The maintenance status (Good, Fair, and Poor) of rural roads is improved in the

respective regions. (means of verification from Form-1 in the monitoring system)

98

In order to measure the achievements based on the indicators, it is necessary to utilize the monitoring

forms mentioned above. The Project has conducted the monitoring workshop occasionally, thus all the

C/P have mastered the utilization of the monitoring forms. PMO-RALG and RSEs are required to have

the responsibility to instruct the model and disseminated districts to measure the achievement based on

the indicators in FY 2015/2016.

7.2. Standardization of AMTC

AMTC has been designed in accordance with the quarterly monitoring cycle of RSEs. It aims to

monitor and instruct the administrative procedure of each work stages in the model and disseminated

districts. Through the standardization of AMTC, the monitoring activities of RSEs shall be enhanced.

In addition, it is expected not only for the model and disseminated districts, but also the rest of the

districts in the model regions, to improve the administrative procedure of the road works through

AMTC. Thus, PMO-RALG and RSEs are required to operate AMTC continuously to achieve the

overall goal even after the project‘s completion.

To realize the sustainable operation of AMTC, PMO-RALG is required; (1) to utilize the Operational

Guidelines, (2) to produce and improve the practical materials through the lessons learned from RSEs

and the model districts, (3) to secure sufficient budget and assignment for RSEs to enable quarterly

monitoring, and (4) to ensure funds for the model districts, i.e., to cover allowance and transport costs.

The Project expects PMO-RALG to encourage RFB to secure the necessary funds to operate AMTC.

7.3. Utilization of the Operational Guidelines, LBT Specification Guidelines

The Operational Guidelines, which are produced in the Project, are essential to check the appropriate

procedures and to meet audit requirements. Ensuring the utilization of the Operational Guidelines shall

contribute to improving the administrative capacity of rural road works. Therefore, the Operational

Guidelines are required to be sustainably fruitful through updating or revising when necessary.

LBT technical specification guidelines, which are also produced in the Project and named “Guidelines

for Labour Based Road Work in LGAs,” are expected to promote LBT construction in the LGAs.

Applying these technical guidelines will enable the LGAs to meet the requirements of the technical

audit. The Project recommends that PMO-RALG encourages the utilization of the LBT technical

specification guidelines in the LGAs through an announcement from time to time, such as on

Engineers Day.

7.4. Promoting Effective Use of the Monitoring Forms

As described in Section 7-1 above, the Project has been carried out to monitor the achievements based

on the indicators. The monitoring system that the Project trialed is the feasible tool to manage any

project in the road works. The engineers, both in the regions and the model and disseminated districts,

are capable of doing data analysis with Excel spreadsheets. The Project proposes to promote the

effective use of monitoring forms even after the Project is completed.

99

7.5. Providing Technical Training Sustainably

The road classification of “Good,” “Fair” and “Poor” in the Operational Guidelines is defined as

referring to the definition of TANROAD. It is, however, not always applicable to rural roads. It was

modified to apply the IRI (International Roughness Index) as described in ADRICS. In practice during

the inventory survey, the Project found that how the roughness was defined depended on how one

inspects subjectively. It is one of the critical examples in rural road administration in Tanzania.

Currently, there are a number of issues, such as insufficient reliability of the road data, lack of data

accumulation, inadequate criteria to classify, technical gaps between engineers, and inadequate funds

for supervision.

To overcome those challenges, the Project recommends that PMO-RALG effectively uses the limited

resources, as well as invite Development Partners to support their challenges. JICA has long history

and experience to contribute to capacity development of the infrastructure sector through technical

cooperation in Tanzania. It is supposed that JICA is the most appropriate to provide continuous

support in order to overcome the challenges as one of the pioneer partners for rural road maintenance

in Tanzania.

7.6. Continuous Trial of LBT Equipment Leasing System

During the Project implementation, leasing system of LBT equipment in the model districts was

developed. The system was aimed to support LBT contractors due to limited number of construction

equipment in the market. The system shall contribute to increase LBT works in LGAs. The Project

request PMO-RALG and RSEs to monitor the achievement of the leasing system for future benefit of

rural road maintenance especially LBT method.

0

    

 

  

 

  

 

  

 

  

 

 

ANNEXES 

Annex‐1

Annex‐1

: PDM‐1 (1

1‐Dec‐2

011) 

 

Annex‐2

Annex‐3

Annex‐1

: PDM‐2 (4

‐Oct‐2

013) 

   

Annex‐4

    

Annex‐5

Annex‐1

: PDM‐3 (2

4‐Ju

ly‐2014) 

  

Annex‐6

Annex‐1

: PDM‐3 (2

4‐Ju

ly‐2014) 

 

Annex‐7

Annex‐2

: PO fo

r the P

roject (20

12 ‐ 2

016) 

     

Note：The schedules described in this chart are subject to modifications through further discussions in future.： To complete project activities within the solid line.： To continuously conduct project activities during the dotted line.： To conduct workshops, documentation, etc.

OUTPUT 4. The dissemination mechanism for rural road maintenance approach within the respective regions is established.

4-1 Organize sensitization workshops on rural road maintenance for the other LGAs in the respective regions in collaboration with the RSengineers.

・ RS and District Engineers

・ Team Leader, Capacity Building, Training Planning (JICA)

4-5 Feed back the monitoring results into the guidelines.・ Director of TID, PM O-RALG

・ RS Engineers

・ Team Leader, Construction/Contract M anagement (JICA)

4-2 Select a LGA to be disseminated in the respective regions.・ Director of TID, PM O-RALG

・ RS and District Engineers

・ Team Leader, Capacity Building, Monitoring (JICA)

4-3 Assist the LGAs selected in the respective regions to promote rural road maintenance based on the guidelines with the full commitments ofRS engineers.

・ RS Engineers

・ Team Leader, LBT, Construction/Contract M anagement (JICA)

4-4 Monitor the rural road maintenance promoted by the LGAs in the respective regions.・ Director of TID, PM O-RALG

・ RS Engineers

・ Team Leader, Construction/Contract M anagement (JICA)

3-2 Formulate work plans of the pilot projects.・ District Engineers

・ Team Leader, LBT, Light Equipment M anagement (JICA)

3-3 Assist district engineers and technicians in the model districts to procure contractors and supervise the pilot projects based on the workplans.

・ District Engineers

・ Team Leader, LBT, Light Equipment M anagement (JICA)

3-4 Provide consultations on the operation of the pilot projects for the district engineers and technicians, contractors, etc. through ATTI.・ District Engineers

・ Team Leader, LBT, Light Equipment M anagement (JICA)

3-5 Promote PR activities on rural road maintenance through the pilot projects.・ RS and District Engineers

・ Team Leader, Capacity Building, Training Planning (JICA)

3-6 Document the process, experiences, outcomes, and lessons learned of the pilot projects.・ Director of TID, PM O-RALG

・ District Engineers

・ Team Leader, LBT, Capacity Building (JICA)

2-6 Confirm the needs of rural road maintenance in the model districts and prioritize the needs.・ District Engineers

・ Team Leader, Construction/Contract M anagement (JICA)

2-7 Prepare the annual rural road maintenance plans, including procurement, construction method, etc., in consideration of gender aspects in themodel districts.

・ District Engineers

・ Team Leader, Construction/Contract M anagement (JICA)

2-8 Monitor the rural road maintenance in the model districts.・ Director of TID, PM O-RALG

・ District Engineers

・ Team Leader, Construction/Contract M anagement (JICA)

OUTPUT 3. The practical skills and knowledge of responsible organizations (concerned departments of the LGAs, contractors, etc.) on rural road maintenance are improved through the LBT application in the model districts.

3-1 Select pilot projects in the model districts from the annual rural road maintenance plan.・ Director of TID, PM O-RALG

・ RS and District Engineers

・ Team Leader, Construction/Contract M anagement, LBT (JICA)

2-1 Select model districts based on the criteria established.・ Director of TID, PM O-RALG

・ RS Engineers

・ Team Leader, Capacity Building, Monitoring (JICA)

2-2 Review the current activities done by technical staff in the model districts.・ RS Engineers / District Engineers

・ Team Leader, Construction/Contract M anagement, Light Equipment Management, Capacity Building (JICA)

2-3 Provide training on rural road maintenance for the district engineers and technicians in the model districts.・ RS Engineers

・ Team Leader, Capacity Building, Training Planning (JICA)

2-4 Prepare and update the rural road inventories in the model districts.・ District Engineers

・ Team Leader, Construction/Contract M anagement (JICA)

2-5 Prepare and revise a mid- and long-term rural road maintenance plan.・ District Engineers

・ Team Leader, Construction/Contract M anagement (JICA)

1-1 Convene regular meetings on operational guidelines development for rural road maintenance with PMO-RALG and MOW.・ Director of TID, PM O-RALG

・ Director of RR, MOW

・ Construction/Contract Management (JICA)

1-2 Prepare and revise operational guidelines of rural road maintenance with PMO-RALG and MOW.・ Director of TID, PM O-RALG

・ Director of RR, MOW

・ Construction/Contract Management (JICA)

1-3 Share the contents of the guidelines and the lessons learned from LGAs in the model districts during the Annual Meeting between PMO-RALG and RS and District Engineers.

・ Director of TID, PM O-RALG

・ Construction/Contract Management (JICA)

1-4 Assist RS engineers to monitor rural road maintenance in LGAs based on the guidelines.・ Director of TID, PM O-RALG

・ Construction/Contract Management (JICA)

OUTPUT 2. The rural road maintenance procedure of the LGAs is strengthened in the model districts.

Documentation and submit the Work Plan・Director of TID, PMO-RALG

・Team Leader, Sub-Leader (JICA)

Documentation of Mid-term Progress Report・Director of TID, PMO-RALG

・Team Leader, Sub-Leader (JICA)

Procedure of Provision of Equipment・Director of TID, PMO-RALG

・Team Leader, Light Equipment Management (JICA)

Conduct the baseline survey・ Director of TID, PM O-RALG

・ Team Leader, Capacity Building, Monitoring (JICA)

OUTPUT 1.　The capacity of PMO-RALG for coordinating and supporting LGAs in collaboration with MOW on rural road maintenance is strengthened.

Joint Coordinating Committee（JCC）・ Director of Transport Infrastructure Development (TID), PM O-RALG

・ Director of Rural Roads (RR), M OW

・ Team Leader (JICA)

Mid-term Review and Terminal Evaluation

・ Director of TID, PM O-RALG

・ Director of RR, MOW

・ Team Leader, Monitoring (JICA)

44 45 46 47 48 4935 36 37 38 39 40 41 42 4326 27 28 29 30 31 32 33 3417 18 19 20 21 22 23 24 25Total month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

9 10 11 12 1 2 312 1 2 3 4 5 6 7 83 4 5 6 7 8 9 10 116 7 8 9 10 11 12 1 2Year Y2012 Y2013 Y2014 Y2015 Y2016

Responsible persons/organizationsMonth 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5

Mid-term Review Terminal Evaluation

Annex‐8

Annex‐3

: RMSD

 Expert Team

 Assign

ment 

 Japanese Exp

ert Assign

ment (M

arch 2012 – M

arch 2016) 

 

MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR Tanzania Japan

Plan

Actual14 44 77 75 89 63 32 46 68 30 30

18.47 1.45

Plan

Actual

Plan

Actual75 47 94 66 33 66 23 8 27 45 12

16.53 0.00

Plan

Actual

Plan

Actual60 50 45

5.17 0.00

Plan

Actual60 34 44

4.60 0.00

Plan

Actual48 50

3.27 0.00

Plan

Actual54 46 15

3.83

Plan

Actual48 43 45 44 45 30

8.50 0.50

Plan

Actual60 55 75 45 45

9.50 0.00

Plan

Actual60 60 34 61

7.17 0.00

Plan

Actual45 20 45 45 33 36 38 36

10.17 0.00

Plan

Actual30 60 45 45 45 58 40 40 42

13.50 0.00

Plan

Actual72 30 30

4.40

105.10 1.95

Total Plan

Actual

The 2nd Contract Year

2015 2016

MonitoringTakaaki

HIRAKAWA

Coordinating/Training

Planning

Yumiko

TAKEDA

Coordinating/PRGo

EBISU

Construction/Contract

Management

Kenko

OKAMURA

Light Equipment

Management

Masanori

TAKEISHI

Capacity BuildingKazunobu

KAMIMURA

LBT

（Design/Structure）

Hirokazu

MIYAMOTO

LBT

（Maintenance/Qualit

y Control）

Noboru

SHIMIZU

Road DesignIkumasa

KAWASAKI

LBT

（Maintenance/Qualit

y Control）

Masahiko

NISHIDA

Team Leader/Road

Maintenance

Tatsumi

TOKUNAGA

by March

2015Motoki

OGAWA

from April

2015

Sub Leader/Rural

Road

Planning

Motoki

OGAWA

by March

2015Tatsumi

TOKUNAGA

from April

2015

MM

The 1st Contract Year Total

                                                                                                                                    Achievement of Inputs (HumanResource Allocation/ Japanese side)

Name of Title Name

2012 2013 2014

Annex‐9

Annex‐4: Monitoring System(Annex:4‐1), Monitoring Manual(Annex:4‐2) 

 

Annex‐10

Annex‐1

1

Annex‐1

2

Annex‐1

3

Annex‐1

4

Annex‐1

5

Annex‐16

Annex‐17

Annex‐1

8

Annex‐1

9

Annex‐2

0

Annex‐2

1

Annex‐22

Annex‐2

3

Annex‐2

4

Annex‐2

5

Annex‐26

Annex‐27

Annex‐2

8

Annex‐2

9

Annex‐30

Annex‐3

1

Annex‐3

2

Annex‐3

3

Annex‐34

Annex‐35

Annex‐36

Annex‐37

Annex‐38

Annex‐39

Annex‐40

Annex‐41

Annex‐42

Annex‐43

Annex‐44

Annex‐45

Annex‐46

Annex‐47

Annex‐48

Annex‐49

Annex‐5: Equipment 

 

 

1 7‐Sep‐12 Printer HP Laser Jet M1212nf MFP 1 730,000 TshRAL Computer

StoreExpert

Means of

Documentation

Iringa DC

OfficeExpert

2 5‐Mar‐13 Scanner HP M1536mfp 1 980,000 TshRAL Computer

StoreExpert

Means of

Documentation

Chamwino

DC OfficeExpert

3 28‐Mar‐13Camera

Memory

Sony DSC‐Hxbr

Fuji Firm Memory 2GB1 840,000 Tsh ANISUMA C/P

Recording Project

Activities

Iringa DC

OfficeIringa DE

4 21‐Jun‐13Camera

Memory

PENTAX Optio WG‐2GPS

Transcend SDHC 16GB1 22,997 JPN Amazon C/P

Recording Project

Activities

Chamwino

DC Office

Chamwino

DE

5 17‐Jun‐13 TractorNew Holland 8030

ZCCA03067 CW 66581 76,000 USD

General Motors

Investment (GMI)C/P

For Project

Activities

Chamwino

DC Garage

Chamwino

DE

6 17‐Jun‐13Pedistrian

Vivratory Roller

Sakai

HV801 18,508 USD

Panafrican

EquipmentC/P

For Project

Activities

Chamwino

DC

Chamwino

DE

7 17‐Jun‐13 Plate CompactorSakai

PC8001 6,905 USD

Panafrican

EquipmentC/P

For Project

Activities

Chamwino

DC

Chamwino

DE

6 17‐Jun‐13Engine Suction

Water PumpWP 30X 1 500 USD GMI C/P

For Project

Activities

Chamwino

DC Garage

Chamwino

DE

8 18‐Jun‐13Tractor

Maintenance Parts7,600 USD GMI C/P

For Project

Activities

Chamwino

DC Garage

Chamwino

DE

9 18‐Jun‐13Water Pump

Maintenance Parts50 USD GMI C/P

For Project

Activities

Chamwino

DC Garage

Chamwino

DE

10 18‐Jun‐13Transport Cost to

Site in Chamwino2,850 USD GMI C/P

For Project

ActivitiesChamwino

Chamwino

DE

11 18‐Jun‐13Training Cost at

Site in Chamwino300 USD GMI C/P

For Project

ActivitiesChamwino

Chamwino

DE

12 20‐Jun‐13 TractorNew Holland 8030

ZCCA02721 CW 66571 76,000 USD GMI C/P

For Project

ActivitiesIringa DC Iringa DE

13 17‐Jun‐13Pedistrian

Vivratory Roller

Sakai

HV801 18,508 USD

Panafrican

EquipmentC/P

For Project

ActivitiesIringa DC Iringa DE

14 17‐Jun‐13 Plate CompactorSakai

PC8001 6,905 USD

Panafrican

EquipmentC/P

For Project

ActivitiesIringa Iringa DE

15 20‐Jun‐13Engine Suction

Water PumpWP 30X 1 500 USD GMI C/P

For Project

Activities

Iringa DC

GarageIringa DE

16 20‐Jun‐13Tractor

Maintenance Parts1 7,600 USD GMI C/P

For Project

Activities

Iringa DC

GarageIringa DE

17 20‐Jun‐13Water Pump

Maintenance Parts1 50 USD GMI C/P

For Project

Activities

Iringa DC

GarageIringa DE

18 20‐Jun‐13Transport Cost to

Site in Iringa1 2,850 USD GMI C/P

For Project

ActivitiesIringa Iringa DE

19 20‐Jun‐13Training Cost at

Site in Iringa1 300 USD GMI C/P

For Project

ActivitiesIringa Iringa DE

20 20‐Jun‐13 Water BowserGMI/WB/00001

CW 66591 18,000 USD GMI C/P

For Project

Activities

Iringa DC

GarageIringa DE

21 20‐Jun‐14 GPS eTrex 30 1 28,483 JPN IDA/Japan C/PFor Project

ActivitiesIringa DC Iringa DE

22 20‐Jun‐14 GPS eTrex 30 1 28,483 JPN IDA/Japan C/PFor Project

ActivitiesIringa RS Iringa RSE

23 20‐Jun‐14 GPS eTrex 30 1 28,483 JPN IDA/Japan C/PFor Project

Activities

Chamwino

DC

Chamwino

DE

24 20‐Jun‐14 GPS eTrex 30 1 28,483 JPN IDA/Japan C/PFor Project

ActivitiesDodoma RS Dodoma RSE

25 20‐Jun‐14 GPS eTrex 30 1 28,483 JPN IDA/Japan C/PFor Project

ActivitiesKondoa DC Kondoa DE

26 20‐Jun‐14 GPS eTrex 30 1 28,483 JPN IDA/Japan C/PFor Project

ActivitiesMufindi DC Mufindi DE

27 20‐Jun‐14 GPS CameraRicoh WG‐4 GPS

Toshiba SDHC 16GB1 35,890 JPN Yodobashi/Japan C/P

For Project

ActivitiesIringa RS Iringa RSE

28 20‐Jun‐14 GPS CameraRicoh WG‐4 GPS

Toshiba SDHC 16GB1 35,890 JPN Yodobashi/Japan C/P

For Project

ActivitiesDodoma RS Dodma RSE

29 20‐Jun‐14 GPS CameraRicoh WG‐4 GPS

Toshiba SDHC 16GB1 35,890 JPN Yodobashi/Japan C/P

For Project

ActivitiesKondoa DC Kondoa DE

30 20‐Jun‐14 GPS CameraRicoh WG‐4 GPS

Toshiba SDHC 16GB1 35,890 JPN Yodobashi/Japan C/P

For Project

ActivitiesMufindi DC Mufindi DE

31 20‐Jan‐15 Projector Epson EB‐S18 1 850,000 TshCLOUD

COMPUTERSC/P

For Project

ActivitiesDodoma RS Dodoma RSE

32 20‐Jan‐15 Projector Epson EB‐S18 1 850,000 TshCLOUD

COMPUTERSC/P

For Project

ActivitiesIringa RS Iringa RSE

Provider User Purpose of Use Place of UseResponsible

PersonNumber

Date of

registration

Description/Name of

equipment / GoodsSpecification ・Standard QTY Price unit

Annex‐50

Annex‐6: JCC 

JCC‐4 Agenda 

Rural roads Maintenance System Development Project (RMSD) PRIME MINISTER’S OFFICE REGIONAL ADMINISTRATION AND LOCAL

GOVERNMENT (PMO-RALG) JAPAN INTERNATINAL COOPERATION AGENCY (JICA)

4rdJoint Coordination Committee on 20th August 2015 Conference Room, PMO-RALG Agenda: 4rd JCC Meeting Part 1: Progress and Achivement of the Project

Time Agenda Responsible Remarks

09:00 - 09:10 Opening

Chairperson/PS

PMORALG 5 min

JICA Chief

Representative 5 min

09:10 - 10:00 Presentation of the Progress and

Achievement of the RMSD Project

Eng Nanai/

Eng. Mpinzile, Eng.

Runji

50 min

10:00-10:45 The wayforward to Disseminate the

Progress

Eng. Nanai/

Eng. Mkwata/

Eng. David

45 min

10:45 - 12:00 Discussions All 75 min

12:00-12:05 Closing remarks PMO-RALG 5 min

12:05-13:00 Lunch

Annex‐51

Rural roads Maintenance System Development Project (RMSD)

PRIME MINISTER’S OFFICE REGIONAL ADMINISTRATION AND LOCAL GOVERNMENT (PMO-RALG)

JAPAN INTERNATINAL COOPERATION AGENCY (JICA) RMSD Terminal Evaluation Meeting on 21th August 2015 Conference Room, PMO-RALG Agenda: RMSD Terminal Evaluation Meeting and JCC-4 Part 2 on 21th August 2015

Time Agenda Responsible Remarks

09:00 - 09:10 Opening

Chairperson/PS

PMORALG 5 min

JICA Chief

Representative HQ 5 min

9:10- 10:00 Terminal Evaluation Report

Joint Evaluation Team

(JICA Evaluation

Team / PMORALG)

50 min

10:00 – 10:30 Break All

10:30 -12:00 Discussions All 90 min

12:00-12:15 Sign on M/M JICA

PMO-RALG 15 min

12:15 Closing remarks PMO-RALG

Annex 52

JCC 4 Participants

Annex‐53

JCC‐5 Agenda 

Rural roads Maintenance System Development Project (RMSD) PRESIDENT’S OFFICE REGIONAL ADMINISTRATION AND LOCAL

GOVERNMENT (PO-RALG) JAPAN INTERNATINAL COOPERATION AGENCY (JICA)

5th Joint Coordination Committee on 23th February 2016 Conference Room, Protea Court Yard Hotel, Dar es Salaam Agenda: 5th JCC Meeting and RMSD Terminal Seminar

JCC-5 Final Time Agenda Responsible Remarks

09:00 - 09:10 Opening Chairperson/PS PORALG 5 min

JICA Chief Representative 5 min

09:10 - 09:40 Achievement of the RMSD Project Eng Nanai/PO-RALG 30 min

09:40 - 10:10

Achievement of the RMSD Project

and Lessons Learnt from the

Model Districts

Eng. Mpinzile/DE Chamwino

Eng. Runji/DE Iringa 30 min

10:10- 10:40 Lessons Learnt from AMTC in the

Disseminated Districts

Eng. Myaule /DE Kondoa

Eng. Johnson / DE Mufindi 30 min

Tea Break

11:00-11:30 The way forward to Disseminate

the Output in the Model Regions

Eng. Mkwata/ RSE Dodoma

Eng. Mwakalille /RSE Iringa 30 min

11:30-11:40 The Activities to be completed by

Tanzanian Side Eng Nanai/PO-RALG 10 min

11:40- 12:10 The Road Map to be attained the

Overall Goal Eng Kayanda/DID,PO-RALG 30 min

12:10-12:25

Summarization of the Project and

Proposal for the Future Action in

Tanzania

Dr. Tokunaga/JICA-RMSD 15 min

12:25 -13:20 Discussions All 55 min

13:20-13:25 Sign on MM PO-RALG/JICA-RMSD 5 min

13:25-13:30 Closing remarks PO-RALG 5 min

13:30-14:30 Lunch

Annex 54

JCC 5 Participants

Annex‐55

JCC-5 Meeting Minutes（tentative）

MINUTES OF THE MEETING BETWEEN 

PRESIDENT’S OFFICE, REGIONAL ADMINISTRATION AND LOCAL GOVERNMENT   AND 

THE JAPAN INTERNATIONAL COOPERATION AGENCY FOR THE FINAL JOINT COORDINATING COMMITTEE (JCC‐FINAL) 

IN THE RURAL ROAD MAINTENANCE SYSTEM DEVELOPMENT PROJECT (RMSD) 

Dar es Salaam, 23 February, 2016 

The Final Joint Coordinating Committee meeting (JCC‐Final) between members of 

the  President’s Office,  Regional  Administration  and  Local  Government  (hereinafter 

referred to as “PO‐RALG”) and the Project Team organized by the Japan International 

Cooperation Agency (hereinafter referred to as “JICA”) was convened on 23rd February, 

2016 at  the Protea Courtyard Hotel  in Dar es Salaam  for  the purpose of concluding 

the  activities  and  achievements  of  “Rural  Road Maintenance  System Development 

(RMSD) Project” (hereinafter referred to as “the Project”). 

As  a  result  of  discussion,  both  sides  agreed  to  the matters  in  the  documents 

attached hereto. 

   

 

 

                                                                         

Eng. Musa Iyombe 

Permanent Secretary 

President’s Office   

Regional Administration and Local Government,   

The United Republic of Tanzania 

 

 

                                                                         

Mr. Motoki OGAWA 

Chief Adviser/ Team Leader 

JICA‐Rural  Road  Maintenance  System  Development 

Project 

Annex‐56

Attached Document  

Major Points Discussed 

 

 

1. Achievements of the Project Activities PO‐RALG  presented  achievements  based on  the  indicators  during  the  Project 

operation. The summary of lessons learned and the achievements in the model 

districts, experience from Annual Maintenance and Training Cycle (AMTC) in the disseminated  districts,  and  monitoring  activities  by  Regional  Secretariat 

Engineers  (RSEs) were presented  respectively by  the RMSD Project Team and 

Counterparts.  The Operational Guidelines  for  the District Roads maintenance have  developed  by  the RMSD  Project. Moreover,  guidelines  for  LBT works  in 

LGAs  have  been  drafted.  Those  guidelines will  significantly  contribute  to  the 

improvement  of  rural  road maintenance management  in  Tanzania. Regarding the dissemination of the Project output to other LGAs, RMSD has developed an 

Annual  Monitoring  and  Training  Cycle  (referred  as  AMTC)  as  a  tool  for 

dissemination.    

2. Activities remain after the Project period 

Due to the delay of budget disbursement  in FY2015/2016 which  led to delayed implementation  of  pilot  projects,  some  of  the  planned  activities will  not  be 

completed  within  the  project  period.  Therefore,  PO‐RALG,  with  the  full  of 

ownership, shall implement the remaining activities as follows.  The model and disseminated districts shall collect the data of FY2015/2016 

for  the  indicators,  and  PO‐RALG  shall  report  the  summary  of  the 

achievement based on the collected indicators to JICA around August 2016.  PO‐RALG shall clarify the  items  in the proposed Project annual plan, which 

shall be compatible to DROMAS‐2, if any. 

 3. Road Map to attain the Project Overall Goal   

PO‐RALG expressed the appreciation to JICA for the technical assistance  in the 

sector of rural road in Tanzania. Majority of LGAs roads network in Tanzania are rural roads, whereby a number of issues and challenges are yet to be tackled so 

as  to  improve  rural  roads  condition.  PO‐RALG  presented  the  Road  Map  to 

achieve the Overall Goal by building on the outputs from the first phase of the Project. The keywords for the Road Map are to improve “Cost‐effectiveness” in 

maintenance  approaches/strategies  as  well  as  to  develop  the  “Appropriate 

Annex‐57

Technology”  that will  improve  rural  road maintenance. The proposed outputs and activities under the Road Map are summarized as follows; 

   

Project  Purpose  : Capacity  Development  for  Rural  Road  Maintenance (Operational and Technical) in the five (5) selected regions 

 

Outputs:           Output‐1:  Enhance the Institutional Capacity of PO‐RALG 

          Output‐2:    Enhance  the  Operational  Capacity  of  RSEs  and  Council 

Engineers in five (5) regions           Output‐3:  Enhance  the  technical  capacity  in  construction  of  Rural 

Road, Develop  Appropriate  Construction  technology  for 

Rural Road Maintenance  Activities 

<For Output‐1> 

- Identify  and  prioritize  capacity  gaps,  issues  and  challenges  of  rural  road maintenance   

- Convene  stakeholder meetings  to discuss  and deliberate on  the  issues of 

rural road maintenance - Support  to  modify  the  standards,  manuals,  guidelines  of  rural  road 

maintenance (e.g. Guidelines for bridge design for rural road ) 

 <For Output‐2> 

- All LGAs in Dodoma and Iringa regions to improve their 

administrative/technical skills through AMTC - Five  (5)  regions  and  two  (2)  district  councils  from  each  region  shall  be 

selected  as  the  disseminated  regions  and  councils  to  enhance  their 

administrative/technical skills through AMTC - RSEs and council engineers  in  those  five selected  regions and  ten councils 

shall be  involved  into AMTC based on Dodoma and  Iringa  regions  for  the 

first two (2) years. After two (2) years, five (5) regions shall operate AMTC in their own  regions while  involving other neighboring  regions as a national 

wide dissemination mechanism. 

- RSEs and council engineers in five (5) regions and ten (10) councils share the experience  of  the  RMSD  through AMTC  in  the  Stakeholder Meeting  (e.g. 

LGAs’ Engineers Day) 

  

 

 

Annex‐58

<For Output‐3> - Select  the  pilot  site  and  appropriate  construction  technology  in  Dodoma 

and Iringa regions 

- Prepare the construction methods, design, procurement, contract - Procure  set  of  LBT  equipment  for  each  of  the  five  targeted  regions  and 

introduce the LBT equipment leasing system 

- Support the study in Research Centre for the appropriate surfacing method - Provide  the  study  tour  to  the  country  which  is  familiar  to  the  relevant 

technology (Ghana, Kenya, Ethiopia etc.) 

- Construct  the  demonstration  rural  road  in  Dodoma  and  Iringa (Implementation) 

- Provide  technical  training  during  the  construction  including  Equipment 

operation and management - Provide technical Cost‐Benefit analysis of each construction technology 

- Support  the  policy  dialog  and  standardization/regulation  of  appropriate 

technology to be utilized in the rural road maintenance.  

4. Summary and Proposal from the JICA‐RMSD Team 

The  sub‐leader  of  RMSD  summarized  the  current  Project  operation,  and proposed further actions to approach the Road Map. 

 

Utilization of the Operational Guidelines, LBT Specification Guidelines   The Operational Guidelines are essential to monitor the appropriate procedures 

to  meet  the  requirement  from  the  audit.  To  ensure  the  utilization  of  the 

Operational Guidelines shall contribute to  improve the administrative capacity of  rural  road works.  Therefore,  the Operational  Guidelines  is  required  to  be 

sustainably fruitful by updating or revising when it is necessary.   

LBT technical specification guidelines are also expected to promote the use of LBT  construction  in  the  LGAs. Applying  these  technical  guidelines will  enable 

LGAs  to meet  the  requirement  of  the Annual  Performance Agreement  (APA) 

between  PO‐RALG  and  LGAs,  which  direct  LGAs  to  deploy  20%  of  the maintenance  activities  for  LBT  wherever  feasible.  The  Project  recommends 

PO‐RALG  to  encourage  the  utilization  of  the  draft  LBT  technical  specification 

guidelines in the LGAs through the announcement from time to time, such as in the Engineers Day. 

 

Standardization of AMTC   AMTC has been designed  in accordance with the quarterly monitoring cycle of 

RSEs. It aims to monitor and  instruct the administrative procedure of the each 

road  work  stages  in  the  model  and  disseminated  districts.  Before  the 

Annex‐59

production of  the Operational Guidelines and  the  introduction of AMTC, RSEs had  forced  to  supervise  LGAs  so  many  times  to  modify  or  correct  the 

documents required to submit to PO‐RALG. It is due to insufficient preparation 

of  the  documents.  It  resulted  in  difficult  to meet  the  requirement  from  the audit and  inefficiency of monitoring works of RSEs. Through  the utilization of 

AMTC,  the  monitoring  activities  of  RSEs  shall  be  enhanced  in  both  the 

effectiveness and the quality. PO‐RALG and RSEs are required to operate AMTC continuously to achieve the overall goal even after the project completion.   

 

To realize the sustainable operation of AMTC, PO‐RALG is required; (i) to utilize the Operational Guidelines, (ii) to produce and  improve the practical materials 

through  the  lessons  learned  from RSEs and  the model districts,  (iii)  to  secure 

sufficient  budget  and  assignment  for  RSEs  to  enable monitoring  in  quarterly basis,  (iv)  to  ensure  the  fund  for  the model  districts,  i.e.  allowance  and  the 

transport  cost.  The  Project  expects  PO‐RALG  to  encourage  RFB  to  secure 

necessary fund to operate AMTC.      

LBT Equipment leasing system in Chamwino and Iringa DCs 

During the project implementation leasing system in Chamwino and Iringa DCs was  developed.  Accordingly  the  APA  (Annual  Performance  Agreement),  LGAs 

are supposed to implement LBT works as 20% of total rural road works. Most of 

councils,  however,  it  is  difficult  to  implement  LBT works  up  to  20%  of  total, partly because insufficient number of LBT equipment in the market. The trialed 

leasing system of EBT equipment verified the model districts to accumulate the 

cost  for  future  replacement.  It  is  supposed  this  leasing  system  contributes  to increase the number of LBT works  in LGAs. The project recommends PO‐RALG 

and RSEs to continue the trial and to verify the benefit from it. 

 5. Commitment from PO‐RALG 

1) Operational Guidelines and LBT Specification Guidelines 

The Operational Guidelines were distributed to LGAs with the  letter named by PS requested councils to activate  it  into rural road works.  In the Stakeholder’s 

Meeting, in Arusha August 2015, PO‐RALG and RMSD team shared the contents 

of Operational Guidelines among the participants of 250 engineers. PO‐RALG, as a  responsible  organization,  strongly  commit  LGAs  to  utilize  the  Guidelines 

continuously,  and monitor  their utilization  and  feedback occasionally  such  as 

Engineer’s Day in every year.  

Regarding LBT Specification, it has drafted and ready to submit to MoW for the 

approval. PO‐RALG has responsible to enable LGAs to fully utilize the Guidelines 

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for  their  rural  road work  in  order  to  ensure  increasing  number  of  LBT work application in LGAs.   

 

 2) AMTC 

AMTC, as a monitoring and  training cycle, has been applied  in  the model and 

disseminated districts. RSEs and staffs  in the Chamwino DC, Kondoa DC,  Iringa DC, Mufindi DC has administratively capacitated through AMTC.   

They all well understood and moreover  they are able  to  instruct  to  the other 

councils by the end of the Project. Currently, the challenge for AMTC is how to apply the administrative skills into the practical implementation.   

 

PO‐RALG assumes obligation to improve AMTC for further dissemination of the contents of Operational Guidelines.  (i) For  future, PO‐RALG  shall continuously 

request RF to secure the budget for AMTC, although it would take some time to 

be  approved  from  the  RF.  (ii)  In  the  short  while,  PO‐RALG  shall  commit  to operate  one week AMTC  training  in Dodoma  and  Iringa  regions  respectively, 

and  two  or  three  additional  days  for  AMTC  in  the  Stakeholders’ Meeting  or 

Engineer’s Day  for  the model  regions.  (iii) Regarding  the number of qualified engineers  in RAS, PO‐RALG has already  requested  to PO‐PSM, and  resulted  in 

increasing  two  or  three  RSEs  respectively  in  each  regions.  PO‐RALG  aims  to 

eliminate the regions with only one RSE assigned.    

 

3) Summary of the Achievement based on the Indicators FY2015/2016 As requested by the terminal evaluation team, PO‐RALG has obligated to report 

JICA Tanzania office in August. 

  

4) LBT Equipment 

PO‐RALG  has  strong  interests  in  LBT  equipment  leasing  system.  It  shall contribute to minimize the cost for rural road maintenance, and accelerate the 

progress,  i.e.  improve  the  cost‐effectiveness  of  the  rural  road maintenance. 

Thus,  PO‐RALG  has  to  commit  to  sustain  the  trial  of  LBT  Equipment  leasing system,  and  verify  its  effectiveness.  To  do  so,  PO‐RALG  request Dodoma  and 

Iringa  RSEs  to  report  the  benefit  and  achievement  at  least  once  a  year  in 

Engineer’s Day.    

 

ANNEX:    Road Map 

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ANNEX:    Road Map  Project 

Purpose 

Capacity Development  for Rural Road Maintenance  (Operational and technical)  in 

five regions

Output‐1  Enhance the Institutional capacity of PO‐RALG

Activity‐1  Identify the issues and challenges of Rural Road Maintenance 

Activity‐2  Convene  stakeholder  meeting  to  discuss  the  issues  of  rural  road 

maintenance 

Activity‐3  Support  to modify  the  standards, manuals,  guidelines  of  rural  road 

maintenance 

Output‐2  Enhance the Operational Capacity of RSEs and DEs in 5 regions

Activity‐1  Provide operational  Training  for RSEs  and DEs of  5  regions  through 

AMTC in Dodoma and Iringa Regions

Activity‐2  Provide  operational  training  for  councils  through  AMTC  in  the  5 

regions 

Activity‐3  Present  the  lessons  learned  through  AMTC  in  the  5  regions  in  the 

Engineers Day in the third and fourth year

Output‐3  Enhance the technical capacity in construction of Rural Road, Develop Appropriate 

Construction technology for Rural Road Maintenance

Activity‐1  Decide  the  pilot  site  and  appropriate  construction  technology  in 

Dodoma and Iringa

Activity‐2  Prepare the construction methods, design, procurement, contract 

Procure the LBT equipment for the each target regions 

Verify the LBT equipment leasing system

Activity‐3  Support the study in Research Centre for the appropriate surfacing 

Provide the study tour to the country which is familiar to the relevant 

technology (Ghana, Kenya, Ethiopia etc.)

Activity‐4  Construct  the  demonstration  rural  road  in  Dodoma  and  Iringa 

(Implementation)

Activity‐5  Provide  technical  training  during  the  construction  incl.  Equipment 

management 

Activity‐6  Provide  technical  Cost‐Benefit  analysis  of  each  construction 

technology 

Activity‐7  Support  the  policy  dialog  and  standardization/regulation  of 

appropriate technology to be utilized in the Rural Road 

 

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JCC‐5 Presentation 

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Annex‐8

3 Annex‐7

: Counterparts D

esignatio

n 

                  

JPY2011

3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2

Prime Minister's Office

(PMO‐RALG)/Infrastructure

Development Unit

Director

Prime Minister's Office

(PMO‐RALG)/Infrastructure

Development Unit

Exective Engineer

Dodoma Regional OfficeRegional Secretariat

Engineer (RSE)

Iringa Regional OfficeRegional Secretariat

Engineer (RSE)

Chamwino District

Office/Department of WorksDistrict Engineer

Iringa District Office/

Department of WorksDistrict Engineer

Kondoa District Office/

Department of WorksDistrict Engineer

Mufindi District Office/

Department of WorksDistrict Engineer

MonthJFY2014 JFY2015

Achievement of Input (Human Resource allocation, Tanzanian side)

JPN Year JFY2012 JFY2013

Eng. Ezron C. Kilamhama

Eng. Mkwata M. M.

Eng. David Michael Mwakalaline

Eng.Godwin S. Mpinzile

Eng. Peter Mawere Shirima

Eng. Elina Kayanda

Eng. Girbert MfinangaEng. Nanai

Eng. Leopold Runji

Eng. Richard Anyelwisye

Eng. Peter Johnson

Eng. Ayubu Myaule

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Annex‐8: RMSD Summary of Project Input (2012‐2016 March) 

 

Item  Unit  Tanzania  Japan  Total 

1. Human Resources  MM  ‐  ‐   

‐Principal Counterpart  MM  328.00    ‐    328.00   ‐Assistant for the     Dissemination/   Monitoring 

MM  33.00 ‐

33.00 

‐ATTI Consultation  MM  6.00  ‐ 6.00 

‐Japanese Experts  MM  ‐  105.10  105.10 

      ‐JICA JOCV  MM    42.00  42.00 

2. C/P training  Participants  ‐  ‐  348           ‐Technical Training in               Tanzania 

Participants  197  ‐  197 

      ‐AMTC (Annual           Training and         Monitoring Cycle) 

Participants  100  39  139 

          ‐Training in Kenya &                 Uganda 

Participants  11  1  12 

          ‐Training in Japan*  USD    14,608  14,608 

3. Equipment  USD  ‐  ‐   

          ‐JICA Procured  USD  ‐  243,427  243,427 

          ‐Project Procured  USD  ‐  5,851  5,851 

          ‐Maintenance    TSH  3,845,800  0.0  3,845,800 

4. Pilot Project in Model DC  TSH  ‐  ‐  515,563,500

          ‐Chamwino DC*  TSH  311,032,760 0.0  311,032,760

          ‐Iringa DC*  TSH  285,492,500 0.0  285,492,5005. RMSD Project       Operational Cost in Local  USD    358,363  358,363 

5‐1  Human resources  USD    103,174   

5‐2  Vehicle Related  USD    124,635   

5‐3  Commodities  USD    7,767   

5‐4  Transport  USD    44,124   

5‐5  Communication  USD    4,271   

5‐6  Cost for Meeting  USD    136,580   

5‐7  Local Consultant  USD    11,260   

5‐8  Others  USD    4,779   * Contract Cost for the Pilot Project in Chamwino DC has revised because of the design was reviewed.   * The cost for Training in Japan exclude the flights and accommodation * The exchange rate of USD = 122.74 JPN * Pilot Project in Iringa in FY 2015/2016 is not yet confirmed